When managing significant organisational changes, including mergers, acquisitions or restructuring programs, employers must not lose sight of their work health and safety (WHS) obligations. The recent action by SafeWork NSW in relation to the University of Technology Sydney’s proposed restructure and redundancy program highlights regulators’ increased appetite to hold an organisation accountable for managing psychosocial risks during periods of change.
This is the second in a series of articles providing our insights into, and practical guidance on, workplace law considerations when navigating complex transactions.
Managing WHS risks during any period of change is both a sensible commercial decision and a legal obligation. Criminal sanctions apply to contraventions of WHS laws and with psychosocial safety being elevated to the same level of importance as physical safety, there is increasing scrutiny on the management of psychosocial hazards in the workplace.
Organisational change can be highly disruptive and adversely impact employee wellbeing and, consequently, their productivity. Some employees will find any form of change unsettling, others may specifically worry about losing their job or struggle to adapt to new ways of working. Mismanagement of organisational change can reduce employee engagement and lead to higher absenteeism and employee turnover.1
Job insecurity, lack of role clarity and poor organisational...
Tamil Nadu Minister for Agriculture and Farmers’ Welfare M.R.K. Panneerselvam on Saturday (November 22, 2025) accused the Opposition parties of spreading false allegations against the State govern...