Category: Blog

The new Work Health and Safety (Sexual and Gender-based Harassment) Code of Practice 2025 came into effect on 8 March 2025 and now applies to all workplaces covered by the Work Health and Safety Act 2011 (Cth). Although the Code is not legally binding, it may be relied upon by courts to determine what is considered reasonably practicable when it comes to preventing harassment in the workplace.

The Code provides clarity for employers by outlining examples of sexual and gender-based harassment and offering practical guidance on how investigations should be conducted. Importantly, it introduces a four-step risk management process designed to help employers identify, assess, and manage the risks associated with these behaviours.

Another significant feature of the Code is the connection it draws between harassment and other psychosocial hazards. This highlights the importance of applying the new guidance in conjunction with the Managing Psychosocial Hazards at Work Code of Practice 2024, ensuring a comprehensive approach to psychological health and safety.

“Staying compliant is not just a legal obligation, it is a commitment to safety and respect. Keeping pace with regulatory changes helps protect both your people and your organisation.”

Employers should consider taking the following steps to ensure compliance and to build safer, more respectful workplaces:

• Update workplace policies to reflect the requirements and guidance in the new Code

• Educate all staff on respectful conduct, workplace rights, and the standards expected under the Code

• Take a proactive approach to risk assessments, rather than waiting for complaints to emerge

• Ensure that all investigations are conducted in a manner that is both fair and trauma-informed

Adopting these measures can help organisations not only meet their obligations but also create environments where all workers feel valued, respected, and safe.

“Super compliance is not just a deadline, it’s a duty. Staying ahead of legislated changes protects your people and your organisation.”

This final step reflects the Australian Government’s continued focus on long-term financial security and retirement adequacy. It also signals an important compliance milestone for all employers as we move toward the 2025–26 financial year.

What Employers Need to Do

To ensure a smooth transition, employers should act now:

Update Payroll Systems
Ensure payroll software and internal processes are set up to apply the new 12% SG rate from the first full pay period on or after 1 July 2025. If you’re unsure, speak with your payroll provider well in advance.

Communicate with Employees
Let your team know about the upcoming change. It’s important to clarify whether the increase will impact total remuneration or take-home pay, particularly for those on total package or salary-inclusive arrangements.

Review Budgets and Forecasts
Higher SG contributions may affect staffing budgets and workforce planning. Now is the time to revisit your financial projections to factor in the increase and avoid surprises in the new financial year.

This change is a statutory requirement and applies to all eligible employees, whether they are full-time, part-time, or casual.

If you have any questions about the upcoming SG increase or require support in preparing your payroll systems, please contact The BelRose Group at Support@BelRoseGroup.com.au or phone 1300 308 707.

“Compliance isn’t a checkbox, it’s a commitment. When Award obligations are overlooked, the risks to organisations are immediate and avoidable.”

For organisations that engage employees under levelled or annualised salary arrangements, now is the time to conduct a comprehensive salary audit.

It is essential to ensure that each employee is receiving, in practice, no less than they would be entitled to under the applicable Modern Award. This includes a proper reconciliation of Award-based entitlements such as overtime, penalty rates, allowances, and mandatory rest periods between shifts. The Fair Work Commission has reinforced that annualised salary arrangements must not result in employees being disadvantaged, and that employers must be able to demonstrate that the total annual remuneration equals or exceeds what would have been paid under strict Award compliance.

This assessment requires a detailed review of actual hours worked, entitlements accrued, and any variances in working patterns. It should be conducted at least annually, or whenever there are material changes to Award conditions or business operations. Maintaining accurate records is not just good practice, it is a compliance requirement that helps mitigate the risk of underpayment claims or regulatory scrutiny.

If your organisation needs support navigating these changes, The BelRose Group is here to assist. We provide expert guidance on Award compliance, payroll auditing, and the review of annualised salary arrangements. Our practical, tailored approach ensures your systems are compliant and fit for purpose.

For trusted advice and hands-on support, connect with our team today.

A recent decision by the Fair Work Commission has again reinforced the importance of honesty and trust in the workplace. In this case, a solicitor’s decision to misuse sick leave for a weekend away—and post about it on social media—ultimately led to his summary dismissal being upheld as fair.

“Sick leave is built on trust, not a technicality to be exploited. When that trust is broken, the consequences are often swift and justified.”

What Happened?

The Melbourne-based solicitor called in sick for two workdays (a Friday and the following Monday), claiming he was unwell. However, his employer later discovered he had travelled interstate to Adelaide to attend AFL events and had posted about the weekend on social media platforms.

His employer, a small law firm, acted swiftly under the Small Business Fair Dismissal Code, asserting that the solicitor’s behaviour amounted to serious misconduct. The solicitor challenged the termination by lodging an unfair dismissal claim with the Fair Work Commission.

The Commission dismissed the claim, finding that the employer had a reasonable belief that serious misconduct had occurred and was justified in terminating the employee without a full investigation.

Key Takeaways for Employers

This case is a reminder of two essential principles for managing misconduct in the workplace:

1. The Small Business Fair Dismissal Code Can Offer Protection
Where an employer has a reasonable basis to believe serious misconduct has taken place—such as dishonesty, falsified documentation, or a breach of trust—the Code can be relied upon to justify immediate dismissal, even without a formal investigation.

2. Documentation Still Matters
Although a full investigation was not required in this case, the employer’s ability to point to deceptive conduct, misleading medical documents, and a false statutory declaration supported the Commission’s decision. Maintaining clear records of misconduct helps uphold fair process and protect against future disputes.

Why Integrity in the Workplace Matters

Trust is central to every employment relationship. When it is broken—particularly through deliberate dishonesty—dismissal may not only be fair but necessary to protect the integrity of the workplace.

“The integrity of the employment relationship relies on trust. Once broken, dismissal may be not only fair but necessary.”

What This Means for Small Business Employers

Small businesses often face challenges in managing employee conduct while meeting legal obligations. This case shows that when serious misconduct occurs, a reasonable and documented response can stand up to scrutiny. However, employers should still aim to follow a fair and balanced process, even when the circumstances seem clear-cut.

At The BelRose Group, we support employers to navigate complex HR and employee relations matters with clarity, professionalism, and care. If you’re unsure how to manage a misconduct issue or apply the Small Business Fair Dismissal Code correctly, our team is here to help.

Need guidance on managing misconduct in your workplace? Contact The BelRose Group for tailored advice.

From 2026, all Australian employers with 500 or more employees will be legally required to set and work towards three gender equality targets. This forms part of the most significant reforms to the Workplace Gender Equality Act 2012 in over a decade and marks a shift from reporting to meaningful, measurable action.

Under the updated requirements, each organisation must select its targets during the 2025–26 reporting cycle. These targets must be drawn from a list approved by the Workplace Gender Equality Agency (WGEA) and must include at least one numerical goal. Employers will then have three years to demonstrate genuine progress.

“Targets alone don’t create change, but when backed by data, action, and accountability, they can reshape workplace culture for the better.”

What Are the New Gender Equality Targets?

The targets focus on measurable change and are designed to drive structural improvement in gender equality. Options include:

• Reducing gender pay gaps

• Improving gender balance in leadership

• Expanding access to flexible work arrangements

• Strengthening anti-harassment and discrimination measures

Once selected, targets cannot be changed or abandoned, highlighting the need for careful planning, data analysis, and strategic alignment.

Reporting Deadlines to Note

• Private sector employers will report between April and May 2026

• Public sector employers will report between September and October 2026

These timeframes mean the next 12 months are critical for preparation. Organisations must take deliberate steps to understand their current position, identify meaningful targets, and implement initiatives that will deliver measurable results.

What Happens If Employers Do Not Make Progress?

WGEA will publicly name employers that do not demonstrate progress against their targets. In addition, failure to meet these obligations may result in loss of eligibility for government contracts and other reputational impacts.

How The BelRose Group Can Help

At The BelRose Group, we are already working with clients across Australia to prepare for these upcoming changes. Our support includes:

• Conducting detailed gender pay gap and workforce analysis

• Reviewing existing workplace policies and practices

• Advising on target selection aligned with strategic goals

• Developing practical and sustainable implementation plans

We believe that gender equality targets are not just a compliance requirement—they are a valuable tool for driving cultural change and building fairer, more inclusive workplaces.

Plan Now, Succeed Later

This reform is about moving from passive awareness to deliberate action. The organisations that succeed will be those that begin early, plan thoroughly, and implement changes with purpose.

If you’re seeking tailored advice or hands-on support to meet WGEA’s gender equality target requirements, we’re here to help.

Contact The BelRose Group today to discuss how we can support your organisation’s journey towards greater gender equality.

Secret recordings in the workplace can have serious consequences, especially when disputes or unfair dismissal claims arise. While some employees may believe that recording a conversation offers protection, doing so can breach legal boundaries, erode trust, and in some cases, result in lawful termination.

“Trust is the foundation of every workplace — and secretly recording conversations, even when legal, can erode that trust beyond repair.”

A recent case, Altham-Wooding v PKDK Adventures, highlights just how risky secret recordings can be. In this Victorian matter, a casual employee recorded a workplace conversation after her shifts were reduced without explanation. She intended to use the recording as evidence in an unfair dismissal claim. However, the Fair Work Commission ruled otherwise.

Deputy President Saunders found the employee’s actions to be inappropriate and a breach of the duty of good faith. The recording was excluded from evidence, and despite the employer only learning of the act during proceedings, the Commission found it was a valid reason for dismissal.

As noted in the ruling: “Even if lawful, secretly recording a workplace conversation can be enough to justify dismissal if it damages trust.”

What Does the Law Say?

The legality of recording workplace conversations differs by state and territory:

• New South Wales: Illegal to record private conversations without the consent of all parties.

• Victoria & Queensland: Legal if you are a participant in the conversation.

• South Australia, Western Australia, ACT: Illegal without the consent of all parties involved.

• Tasmania & Northern Territory: Legal if you are a party to the conversation.

What Should Employers Do?

To avoid confusion and reduce risk:

• Develop a clear workplace recording policy outlining expectations and consequences.

• Educate staff on the importance of trust, confidentiality, and professional conduct.

• Know your legal obligations before making decisions based on recorded conversations.

Even when technically legal, secret recordings may still breach workplace policies or destroy the foundation of trust giving rise to disciplinary action or dismissal under the Fair Work Act.

At The BelRose Group, we believe that the success of any organisation is built on the wellbeing of its people. Psychosocial hazards in the workplace can have a profound impact on employee wellbeing, engagement, and overall organisational culture. As People & Culture specialists, we encourage our clients — and the broader BelRose community — to stay proactive in identifying and managing these risks to create safer, healthier, and more resilient workplaces.

“A safe and healthy workplace isn’t just about managing physical risks — it’s about recognising the impact of psychosocial hazards and creating an environment where people feel supported, valued, and mentally well every day.”

What Are Psychosocial Hazards?

Psychosocial hazards are factors within a workplace that can cause psychological harm, mental health challenges, or stress. Unlike physical hazards that involve risks such as injuries or accidents, psychosocial hazards arise from job demands, organisational practices, workplace relationships, and environmental conditions that may negatively affect an employee’s mental health.

Common Examples of Psychosocial Hazards

While psychosocial hazards vary between workplaces and industries, some common examples include:

• High job demands – Excessive workloads, unrealistic deadlines, or sustained pressure to perform.

• Low job control – Limited autonomy or decision-making ability in managing tasks.

• Poor support – Inadequate guidance, feedback, or assistance from leaders or peers.

• Workplace conflict – Bullying, harassment, or interpersonal tensions within teams.

• Job insecurity – Uncertainty about ongoing employment due to organisational change or contract work.

• Exposure to traumatic events – Regular involvement in or witnessing of distressing situations, particularly in frontline or emergency response roles.

Why Are Psychosocial Hazards a Workplace Concern?

Unaddressed psychosocial hazards can lead to increased absenteeism, higher staff turnover, reduced productivity, and serious mental health concerns, such as anxiety and depression. Beyond the human impact, organisations may experience reputational damage, decreased employee engagement, and rising operational costs.

Psychosocial hazards are just as critical as physical risks. Creating a workplace environment that supports mental wellbeing is not only a legal obligation under Australian workplace health and safety legislation, it is a key driver of organisational performance, culture, and long-term success.

Managing Psychosocial Hazards – A Proactive Approach

Employers have a duty of care to identify, assess, and manage psychosocial risks in their workplace. Practical strategies to support this include:

1. Conduct Regular Risk Assessments

Use employee feedback, surveys, and workplace observations to identify potential psychosocial hazards early.

2. Foster Supportive Leadership

Encourage open communication, provide constructive feedback, and build a culture of trust, respect, and inclusion.

3. Manage Workloads Effectively

Ensure job demands are realistic and balanced, promoting healthy work-life integration.

4. Establish Clear Policies and Procedures

Implement policies that address bullying, harassment, workplace conflict, and outline clear resolution processes.

5. Promote Mental Health Initiatives

Support employees through access to Employee Assistance Programs (EAPs), mental health training, and peer-support initiatives.

Partnering with The BelRose Group

At The BelRose Group, we work with organisations to embed practical, people-first strategies that support positive workplace culture and employee wellbeing.

If you would like to learn more about identifying and managing psychosocial hazards in your workplace, please contact us, we are here to help you create a safe, supportive, and high-performing work environment.

At The BelRose Group, we often hear the word “culture” used interchangeably with things like Friday drinks, ping pong tables, or the much-loved office snack station. And while those things can make a workplace enjoyable, they are not, on their own, indicators of a strong organisational culture.  As we move deeper into 2025, the most successful and sustainable workplaces are shifting away from performative perks and towards authentic, people-centric cultures. The difference? One is surface level. The other is structural.

“It is important to remember that culture isn’t defined by perks—it’s shaped by trust, psychological safety, and how people feel at work every day.”

Culture Is How People Feel at Work

A true people-centric culture is felt, not marketed. It’s evident in how people speak to each other, how they’re supported in tough times, and how aligned they feel with the organisation’s purpose.

It’s also built intentionally. A culture that attracts, engages, and retains great people doesn’t happen by accident, it’s a reflection of consistent behaviour, clear expectations, and leadership alignment.

Perks Don’t Build Belonging

Let’s be clear, there’s nothing wrong with fun or social elements in the workplace. But a free lunch doesn’t cancel out a toxic manager. A flashy office doesn’t replace psychological safety. And casual Fridays don’t make up for a lack of trust, autonomy, or growth.  People want to feel valued! They want to contribute meaningfully. They want to belong. These needs aren’t met through perks, they’re met through intentional leadership and genuine care.

What Actually Builds a People-Centric Culture?

In our work across a wide range of sectors, we’ve found that the organisations doing this well focus on a few key areas:

1. Trust and Transparency
   Clear communication, especially during uncertainty, builds trust. When people are kept informed and consulted, they feel respected and engaged.
2. Psychological Safety
   People need to feel safe to speak up, ask questions, or admit mistakes without fear of blame. This is a cornerstone of high-performing teams.
3. Inclusion and Belonging
   Diversity without inclusion is hollow. Belonging means everyone, regardless of background or role, feels seen, heard, and valued.
4. Leadership That Listens
   Strong culture starts at the top. When leaders model vulnerability, empathy, and accountability, it sends a powerful message to the entire organisation.
5. Purposeful Recognition
   It’s not about trophies or grand gestures. It’s about acknowledging real contributions and celebrating wins in meaningful ways.
6. Growth and Development
   People stay where they grow. Providing access to learning, mentoring, and clear pathways builds both capability and loyalty.

In 2025, Culture Is a Strategic Priority

In the current climate, culture is no longer a “nice to have”, it’s a competitive advantage. It drives engagement, innovation, and ultimately, organisational success. At The BelRose Group, we support organisations to embed values, build connection, and align people strategies with long-term goals.

So yes, enjoy the snacks. Keep the casual Fridays if they make sense for your team. But remember, culture is so much more than what’s visible. It’s the environment people experience every day, and it’s the foundation of everything that follows.

If you’d like to explore how your culture is really tracking (beyond the beanbags), we’d love to chat.   The BelRose Group can develop a personalised pulse check survey fit for your organisation!

In recent years, the process of obtaining medical certificates has undergone a significant shift, thanks to the growing availability of telehealth services across Australia. These online platforms offer a convenient solution for individuals needing proof of illness or unfitness for work—without the need for an in-person doctor’s visit. But with this convenience comes a common question: Are online medical certificates actually legal in Australia?

“Online medical certificates aren’t just convenient—they’re a legitimate, compliant way to support employee wellbeing and reduce time away from work.”

The Legal Standing of Online Medical Certificates

Yes, online medical certificates are legal in Australia—provided they are issued by a qualified and registered Australian health practitioner following a proper medical assessment. The Fair Work Act 2009 (Cth) allows employers to request reasonable evidence to verify personal leave, and a medical certificate—whether obtained in-person or online—can meet this requirement.

The Australian Medical Association (AMA) also outlines clear guidelines for issuing certificates, reinforcing that any document provided must be truthful, professionally justified, and based on accurate information supplied by the patient. Importantly, while it is illegal to backdate a certificate, a doctor may note that an illness or condition began prior to the consultation if this can be clinically supported.

What Must a Valid Certificate Include?

To be considered valid, a medical certificate—whether issued face-to-face or online—must include:

• The name and address of the health practitioner

• The name of the patient

• The date of the consultation

• The period (or estimated period) of leave

• Confirmation that the practitioner believes the patient is unfit for work

Medical certificates should not disclose sensitive health information unless the patient has explicitly consented to its inclusion. Employers are within their rights to confirm the authenticity of a certificate with the issuing practitioner, but they cannot seek or access further personal health details without the employee’s permission.

A Practical Solution for Today’s Workforce

When used correctly, online medical certificates offer a legitimate and efficient option for Australians needing to verify sick leave. With more people working remotely or juggling non-traditional hours, this approach supports accessibility and reduces the strain on physical healthcare services.

The key takeaway? As long as the certificate is issued by a qualified practitioner, adheres to professional standards, and includes the necessary information, it holds the same legal weight as one obtained in person.

“Casual employment reform isn’t just about compliance—it’s an opportunity to foster job security, enhance workplace stability, and build a more engaged and committed workforce.”

What’s Changing?

The biggest shift is giving casual employees more control over their employment status. If they meet eligibility criteria, they can opt to move into a permanent role, providing them with more stability, including paid leave entitlements. Employers must now be ready to assess these requests fairly and provide valid reasons if declining them.

Why Does This Matter?

This change could significantly impact workforce planning, rostering, and business costs. Employers need to be across the new rules to ensure compliance and avoid potential disputes. Failing to handle conversion requests properly could lead to legal and reputational risks.

What Should Employers Do Now?

• Review Contracts & Policies – Ensure employment agreements reflect the new laws.

• Assess Eligibility – Identify casual employees who may be eligible for conversion.

• Prepare for Requests – Have a clear process in place to manage and respond to employee requests.

• Understand Reasonable Grounds for Refusal – Employers can only decline requests based on genuine operational reasons.

Get Ready for the Change

These updates reinforce the importance of understanding employee entitlements and having strong workplace policies in place. If you’re unsure how these changes impact your business, seeking professional advice can help ensure a smooth transition.

Are you prepared for the shift? Now is the time to take action!