It is important to keep track of your employer obligations and ensure that you are paying your staff their correct entitlements. For example, when changes are made to Modern Awards, it's important to ensure that you update your payroll systems and mitigate the risk of a breach under the Award. Employers also need to be aware that when wages are increased, allowances need to be increased accordingly. Failing to pay the correct allowances will effectively result in the unlawful underpaying of staff. Explore our Payroll Compliance Solutions > Download the current Pay Guide: SCHADS, Health Professionals, Nurses, Aged Care, ATSI Health > What is an Enforceable Undertaking? An Enforceable Undertaking is a written agreement between the Fair Work Ombudsman (FWO) and an employer who hasn’t complied with their legal responsibilities under Australian Employment Regulations. Enforceable Undertakings are used by the FWO instead of taking the employer to court over non-compliance, such as not paying employees in accordance with their Enterprise Agreement. The employer needs to agree to back-pay employees for wages not paid and be audited for future compliance. Recent examples of Enforceable Undertakings in the healthcare, social and community services, finance and education sectors: ▶︎ May 2026 - Southern Cross Care (WA) will rectify approximately $5.4 million in underpayments, including interest and superannuation, to nearly 2,000 staff as part of an Enforceable Undertaking with the FWO. Learn more > ▶︎ April 2026 - Southern Cross Care (NSW & ACT) will rectify more than $11.7 million in underpayments, including interest and superannuation, to 5,500 staff as part of an Enforceable Undertaking with the FWO. Learn more > ▶︎ March 2026 - Uniting Communities Incorporated will return more than $2.6 million in underpayments, including interest and superannuation, to about 1,500 current and former underpaid staff as part of entering into an Enforceable Undertaking with the FWO. Learn more > ▶︎ December 2025 - The University of Tasmania will complete more than $21.4 million in payments, including interest and superannuation, to over 10,000 underpaid staff as part of entering into an Enforceable Undertaking with the FWO. Learn more > ▶︎ December 2025 - Monash University will complete more than $20.7 million in payments, including interest and superannuation, to 10,877 underpaid staff as part of entering into an Enforceable Undertaking with the FWO. Learn more > ▶︎ November 2025 - Queensland University of Technology has completed more than $1.9 million in payments, including interest and superannuation, to hundreds of staff it underpaid, as part of entering into an Enforceable Undertaking with the FWO. Learn more > ▶︎ November 2025 - Westpac Banking Corporationhas back-paid nearly 47,000 staff more than $50 million and signed an Enforceable Undertaking with the FWO. Learn more > ▶︎ September 2025 - The University of Wollongong will complete more than $6.6 million in payments, including interest and superannuation, to 5,340 underpaid staff as part of entering into an Enforceable Undertaking with the FWO. Learn more > ▶︎ June 2025 - Griffith University will complete more than $8.34 million in payments, including interest and superannuation, to 5,457 underpaid staff as part of entering into an Enforceable Undertaking with the FWO. Learn more > ▶︎ April 2025 - A South Australian allied health services charity has signed an Enforceable Undertaking with the FWO to improve its workplace compliance after underpayments exceeding $76,000. Learn more > ▶︎ March 2025 - La Trobe University will complete more than $10.77 million in payments, including superannuation and interest, to more than 6,700 underpaid staff as part of entering into an Enforceable Undertaking with the FWO. Learn more > ▶︎ February 2025 - Relationships Australia Queensland has back-paid 980 staff more than $5.6 million, including superannuation and interest, and signed an Enforceable Undertaking with the FWO. Learn more > ▶︎ December 2024 - The University of Sydney will complete more than $23 million in payments, including superannuation and interest, to more than 14,000 underpaid staff as part of entering into an Enforceable Undertaking with the FWO. Learn more > ▶︎ December 2024 - The University of Melbourne will complete $72 million in payments, including superannuation and interest, to more than 25,000 underpaid staff as part of entering into an Enforceable Undertaking with the FWO. Learn more > ▶︎ June 2024 - Not-for-profit charity World Vision Australia Pty Ltd has back-paid staff more than $6 million, including interest and superannuation, and has signed an Enforceable Undertaking with the FWO. Learn more > ▶︎ June 2024 - The FWO has commenced legal action for a second time against the sole trader operator of Kreating Real Change Disability Services in NSW for failing to comply with a Compliance Notice after underpaying worker entitlements under the SCHADS Award and NES. Learn more > ▶︎ May 2024 - Disability support charity Open Minds Australia Limited has back-paid staff about $4.2 million after breaching its own collective agreement and has signed an Enforceable Undertaking with the FWO. Learn more > ▶︎ April 2024 - Insurance Australia Group Limited (IAG) entities have back-paid workers more than $21 million owed under federal workplace laws and signed an Enforceable Undertaking with the FWO. Learn more > More than $2 billion back-paid to Australian workers over the last 5 years The Fair Work Ombudsman recovered $358 million for more than 249,000 underpaid workers in 2024-25, taking back-payments to workers to more than $2 billion across the last five years. According to the 2024-2025 Annual Report, the FWO entered into eight Enforceable Undertakings including a total of $47 million back-paid to employees in the financial year, and safeguards against future compliance issues within these employers. Of the eight, four were with universities. The FWO also issued also issued 1,220 Compliance Notices, recovering $8.2 million in unpaid wages for 3,438 workers, and recovered $7.3 million for 2,120 workers through dispute assistance. Fair Work Inspectors also handed out 743 fines for record-keeping or pay slip breaches, with $838,000 in penalties paid. How can employers avoid underpaying staff? To mitigate the risk of underpaying staff, employers should regularly review their enterprise agreements and the relevant Modern Awards to ensure that all mandatory payments, including hourly rates, overtime, penalties and allowances, are being paid correctly. In addition, make sure you are using valid, well-drafted employment agreements. For industrial relations support and practical assistance with workplace compliance, enterprise bargaining and business risk mitigation, please contact us today. Explore our Payroll Compliance Solutions >

EOFY is an important time for employers to review payroll systems, employment documentation and workplace compliance obligations to ensure employees are being paid correctly and legal requirements are being met. Several workplace law and payroll changes commencing from 1 July 2026, including Payday Super reforms, may impact payroll administration, cashflow management, onboarding procedures and broader compliance processes. Minimum Wage and Award Changes Effective 1 July 2026 Under the Fair Work Act 2009, the Fair Work Commission (FWC) conducts an Annual Wage Review each year to determine whether increases should apply to the National Minimum Wage and modern award minimum wages. Employers should monitor the 2025–2026 Annual Wage Review outcome closely and ensure payroll systems are updated accordingly. Updated award pay guides are typically released by the Fair Work Ombudsman following the decision. Join our newsletter to be notified as soon as the new pay guides are released, and to access a copy of the following new pay guides: Aboriginal and Torres Strait Islander Health Award [MA000115] Aged Care Award [MA000018] Clerks Award [MA000002] Health Professionals and Support Services Award [MA000027] Nurses Award [MA000034] Professional Employees Award 2020 [MA000065] SCHADS Award [MA000100] Preparing for Payday Super Effective 1 July 2026, under the Treasury Laws Amendment (Payday Superannuation) Act 2025, employers will be required to pay superannuation guarantee contributions at the same time employees are paid their wages, replacing the current quarterly payment model. Super contributions will need to reach employees’ super funds within seven calendar days of payday. For businesses that currently process super quarterly, Payday Super may result in: substantially more frequent payment processing increased payroll administration cashflow impacts tighter payroll reconciliation requirements greater scrutiny of payroll accuracy and timing Importantly, unpaid or late superannuation may expose employers to: Australian Taxation Office (ATO) enforcement action super guarantee charge liabilities interest and penalties potential Fair Work Act claims for unpaid entitlements From 1 July 2026, Australian employers can no longer treat superannuation as a quarterly payroll task. Under the new Payday Super reforms, compulsory super contributions must generally be paid at the same time as wages and received by the employee’s super fund within seven days of payday. Employers should begin preparing well before 1 July 2026 by reviewing their payroll, superannuation and onboarding processes to ensure systems, cashflow management and payroll practices are equipped to manage more frequent super payments and ongoing compliance obligations. Businesses using manual or partially manual payroll systems may require significant operational changes before the reforms commence. For more information about the practical implications of Payday Super, read What Does Payday Super Mean for Employees in Australia? > Paid Parental Leave Changes Continue Further changes to Paid Parental Leave (PPL) arrangements will also apply from 1 July 2026 under the More Support for Working Families Act 2024. From 1 July 2026, the total Government-funded Paid Parental Leave entitlement will increase to 26 weeks. The 2026 increase represents the final stage of the Government’s Paid Parental Leave expansion. Although Paid Parental Leave is funded by the Australian Government, employers should review: internal parental leave policies remain current employee handbooks and HR documentation are updated managers understand leave entitlements and flexibility provisions payroll systems correctly manage employer-funded and government-funded leave arrangements The expansion of Paid Parental Leave to 26 weeks from 1 July 2026 reflects a continuing shift toward more family-friendly workplace standards in Australia, with employers expected to maintain compliant and contemporary leave practices. Be Proactive with EOFY HR & Payroll Compliance Reviews Payroll errors can quickly accumulate into underpayment risk, particularly for employers managing: modern award classifications penalty rates and allowances annualised salary arrangements casual loading calculations overtime and time-in-lieu arrangements Conduct a payroll compliance review to ensure your rates, classifications and systems remain accurate. EOFY is also an appropriate time to review broader HR and compliance processes, including: employment contracts independent contractor arrangements workplace policies record-keeping practices timesheet and rostering systems onboarding documentation payroll audit trails Fair Work Information Statement processes With increasing regulatory scrutiny on wage compliance and underpayments, employers are expected to demonstrate proactive governance and due diligence across both payroll and HR systems. Need Help Preparing for EOFY Compliance? WorkPlacePLUS supports employers across Australia with payroll compliance reviews, HR audits, award interpretation, payroll compliance training and practical employee and industrial relations advice. Preparing early can help reduce compliance risk, improve payroll accuracy and avoid costly underpayment issues. For more information and tailored support, please contact us today.

Why is it important for employers to keep track of changes to workplace laws and regulations? As an employer, it is important to proactively manage HR-related risks. This applies to any workplace regardless of the industry or jurisdiction. Legislative changes can increase employers’ non-compliance risk. The penalties for non-compliance have never been higher, even if it’s an honest mistake. For example, under Closing Loopholes laws, incorrectly classifying an employee as an independent contractor exposes employers to: Serious penalties for sham contracting - the maximum penalty is $18,780 for individuals and $93,900 for corporations per contravention. Serious penalties for intentional underpayment of your employee’s lawful entitlements - the financial penalties are severe and can include up to 10 years in prison. Additional penalties for breaching your taxation and superannuation obligations. In another example, the Work Health and Safety (Sexual and Gender-based Harassment) Code of Practice 2025 is a model code that establishes sexual and gender-based harassment as a known psychosocial risk. While the code itself provides guidance, failure to follow it can be used as evidence of a breach of the WHS Act, which carries severe maximum penalties: Corporations: Over $16 million per contravention. Individuals: Over $3 million per contravention and potential imprisonment. How can employers avoid unnecessary risks and costly penalties? In an era of record-high penalties and heightening regulatory scrutiny, passive compliance is no longer a viable strategy for any organisation. Whether you are managing a small business, a large hospital, a community service organisation, or a local council, protecting your operations requires a disciplined and proactive approach. When laws and regulations change, you can safeguard your organisation from avoidable exposure by: Systematically tracking employer obligations: Move beyond "monitoring" to active management. Ensure your leadership team is alerted to legislative shifts, long before they take effect. Conducting regular, deep-dive reviews: Periodically audit your Human Resources (HR), Industrial Relations (IR), and Payroll frameworks. Ensuring your Work Health and Safety (WHS) practices account for psychosocial risks is now a legal necessity. Aligning internal policies with current standards: An "honest mistake" in employee classification or safety protocols can escalate into a financial crisis. Transitioning to a model of proactive prevention allows you to identify vulnerabilities before they become liabilities. The focus must shift from reactive damage control to rigorous risk management. By embedding these practices into your daily operations, you protect not only your bottom line but also the safety and culture of your workplace. Free Download: Compliance Checklist for Employers WorkPlacePLUS has developed a free 2025-2026 compliance checklist. Track and manage your employer obligations with our quick-glance timeline of recent and upcoming changes to workplace laws and regulations. Download the checklist > HR Compliance and Risk Management Support WorkPlacePLUS can support you to meet your employer obligations under workplace laws and regulations. We offer Complex HR consulting and outsourcing HR and employment reviews SCHADS reviews and payroll compliance solutions Psychosocial risk assessments Workplace cultural reviews + more Let WorkPlacePLUS take the stress out of workplace compliance so you can focus on the day-to-day needs of your business or organisation. For more information, please contact us today.

1 in 5 Australians are affected by mental illness, and workplace stress is now widely recognised as a major workplace health and safety risk factor. Under various employment-based legislation, employers have a positive duty to manage the risk of psychosocial hazards and ensure that the working environment does not cause psychological or physical injury or worsen an existing condition. Psychosocial hazards are anything in the design or management of work that can affect an employee's mental health. Employers and managers play a crucial role in promoting a mentally healthy workplace and shedding some light on mental health issues that may be affecting colleagues at work. Your teams will naturally look to you for leadership and support, so it is important to know what support resources are available and how to discuss mental health with your staff. Here are 5 management tips promoting a mentally healthy workplace: 1. Conduct a Mentally Healthy Workplace Review – Take a WHS risk management approach to ensuring your workplace is equipped to manage the risk of psychosocial hazards in the workplace, including but not limited to bullying, discrimination, workplace sexual harassment and victimisation. 2. Educate and have tools ready – Review your organisation's mentally healthy workplace policy, learn about the signs and symptoms of work related stress and mental illness, provide training to your managers, and remind staff about the available support resources, such as an employee assistance program or contact officer. Explore Tools for workplace wellness > 3. Ask if everything is OK and listen – Look out for warning signs that something is off, such as mood, lateness, or a drop in performance; then act promptly and kindly to see if that person needs any support. 4. Arrange a workplace adjustment – For a staff member who is struggling, you can work together to negotiate a temporary adjustment of their role or workload, to help them get through their rough patch. Reasonable adjustments are changes to a job role or workplace that help someone with a mental health condition to keep working, or return to the workplace if they've taken time off. 5. Lead by example and keep the conversation alive – Encourage respectful behaviour by speaking out against gossip; demonstrate healthy work habits, such as taking regular breaks and “switching off” of work emails after hours. Reduce stigma and create a culture of support by discussing workplace wellbeing regularly, in meetings, newsletters and policy reviews. A positive, healthy workplace culture promotes mental wellbeing and brings out the best in people’s morale and productivity. Research also shows that a mentally healthy workplace can, on average, result in a positive return on investment. If you or someone you know is in need of immediate assistance, call Lifeline on 13 11 14. Do you have the proper skills and resources to foster the culture of your organisation? WorkPlacePLUS provides integrated human resource services, including tools for workplace wellness to help you foster a mentally healthy workplace. For more information, please contact us today.

What is SCHADS? The Social, Community, HomeCare and Disability Services Industry Award 2010 (MA000100) (SCHADS Award) details the rates of pay for each level and each pay point for employees working in the social and community services sector. Consisting of over 100 pages of terms and conditions, the SCHADS Award is one of Australia’s most complex modern awards to decipher and implement correctly. Why is SCHADS training important? As a disability and community care provider, it is important to keep track of your employer obligations under the SCHADS Award, to ensure that you are paying staff at least the minimum entitlements and mitigating the risk of a breach. The penalties for underpaying staff have never been higher, even if the infringement is an honest mistake. Making payroll mistakes exposes you to the risk of costly back payments and penalties general protections breaches serious criminal charges for intentional underpayment Read some recent cautionary tales > About the SCHADS: Know Your Award training program SCHADS Know Your Award, delivered by WorkPlacePLUS, is a highly interactive half-day training session designed to help you navigate the complexities of the SCHADS Award and get your payroll compliance right. Deep dive into the SCHADS Award, including interpreting and applying the latest amendments and troubleshooting common SCHADS hotspots. This program is facilitated in a live, interactive online session. Class sizes are kept small to ensure participants can ask questions and truly understand the content. Suitable for anyone who works with the SCHADS Award, including but not limited to payroll, rostering, HR, finance, operational and management roles in the healthcare, disability, aged care, not-for-profit, private practice and public sectors. Why choose SCHADS training delivered by WorkPlacePLUS? SCHADS training delivered by WorkPlacePLUS gives you real confidence to interpret and apply the Social, Community, Home Care and Disability Services Industry Award correctly. Since 2022, WorkPlacePLUS has been delivering comprehensive SCHADS Know Your Award training programs to organisations Australia-wide. Don’t risk costly back payments, penalties, or compliance breaches! Unlike free webinars that often miss the mark, SCHADS Know Your Award is a highly interactive training session facilitated by senior HR consultants with extensive experience interpreting the SCHADS Award and giving practical workplace relations advice to help you decipher and implement the Award correctly. Our half-day workshop is designed to help you understand all the SCHADS essentials and get your payroll compliance right. Small class sizes to address questions and troubleshoot real SCHADS scenarios Practical tools and strategies to support your payroll and rostering decisions Led by senior HR consultants with extensive hands-on SCHADS experience Tailored to payroll, rostering, HR, finance, operational and management roles Available Dates & Registration* 15 July 2026 - REGISTER HERE > * Some dates are tentative based on registration numbers. Also Available: Award & EA Training Programs for Organisations WorkPlacePLUS offers SCHADS Know Your Award and customised enterprise agreement training programs for teams, facilitated onsite or online, scheduled at a time that suits your organisation. For bookings or more information, please contact us today.

Sexual harassment is now a direct breach of the Fair Work Act 2009, with penalties applying in addition to compensation claims. Since 6 March 2023, the Fair Work Act 2009 has included a specific prohibition on sexual harassment in connection with work. This means employers face not only reputational risk, but civil penalties, compensation claims and court enforcement. A recent court decision in the case of Mejia v Capital City Café-Bar [2026] FedCFamC2G 468 (26 March 2026) highlights how quickly that risk can materialise. What happened in the Café-Bar case? In this case, a small business owner was found to have engaged in sexual harassment of a young casual employee. The conduct included unwanted physical contact and inappropriate behaviour in the workplace. The Federal Circuit and Family Court of Australia ordered the employer to pay approximately $90,000, including: Compensation for non-economic loss Penalties for sexual harassment Additional penalties for payroll and record-keeping breaches This case demonstrates that even a single incident of sexual harassment can result in significant financial penalties under the Fair Work Act, particularly where there is a clear power imbalance and poor workplace systems. Why this case matters (even if the law isn’t new) The legal framework itself is not new. However, this decision is one of the early examples of how courts are applying and enforcing the Fair Work Act sexual harassment provisions in practice. 1. Courts are actively enforcing the Fair Work Act Sexual harassment claims are no longer confined to discrimination law pathways. Employees can now: Lodge claims through the Fair Work Commission Escalate matters to court proceedings Seek both penalties and compensation Sexual harassment is now enforceable under mainstream workplace law, not just anti-discrimination frameworks, significantly increasing employer exposure. 2. Financial consequences are real and multi-layered The ~$90,000 outcome was not limited to the harassment itself. The Court also penalised: Underpayment and record-keeping failures Lack of proper HR systems and processes Where sexual harassment sits alongside payroll or compliance failures, courts may treat the issue as systemic, increasing overall penalties. 3. Prevention is now the legal expectation The Mejia decision aligns with broader reforms under the Sex Discrimination Act 1984, including the positive duty on employers to prevent sexual harassment before it occurs. In this case, the Court specifically noted that the business had no sexual harassment policy and provided no training to its staff. This lack of preventative action contributed to the court's decision to impose penalties. It serves as a warning that: Policies aren't optional: Courts will look at whether you took "reasonable steps" to prevent conduct before an incident happened. Systems matter: The quality of your training, reporting pathways, and how you manage the power imbalance in your workplace are now under the microscope. Proactive over reactive: Employers are no longer judged only on how they handle a complaint, but on the systems they built to ensure the complaint never had a reason to exist. Employers are no longer judged only on how they respond to complaints, but also on whether they took proactive steps to prevent them. 4. Small businesses and directors are exposed This case is particularly relevant for SMEs. Key risk factors included: Direct interaction between owner and employee Power imbalance (young, migrant worker) Informal workplace practices Lack of structured HR processes Importantly, individuals can be held liable under accessorial liability provisions of the Fair Work Act 2009. Business owners and directors can be personally liable for workplace contraventions, particularly where they are directly involved in the conduct. The broader trend: increasing claims + stronger enforcement This case does not sit in isolation. Recent reforms, including the Australian Human Rights Commission Amendment (Costs Protection) Act 2024, have made it easier and less risky for employees to bring claims. Together, these changes create a clear trend: More claims Lower barriers to entry Higher financial exposure Greater regulatory scrutiny Read Employer Alert: Increased liability for sexual harassment claims > What employers should do now To address this compliance and governance issue, employers should prioritise: 1. Prevention frameworks Up-to-date sexual harassment policies Regular training for employees and leaders Clear behavioural standards 2. Reporting and investigation processes Accessible complaint pathways Structured, defensible investigation procedures Access to independent investigators where required 3. Broader compliance alignment Payroll and record-keeping compliance Employment contracts and documentation Psychosocial hazard management (WHS alignment) A well-drafted policy is not enough. Employers must demonstrate active implementation, training and enforcement. Frequently Asked Questions (FAQ): Is sexual harassment now illegal under the Fair Work Act? Yes. Since 6 March 2023, sexual harassment in connection with work is expressly prohibited under the Fair Work Act 2009 and can result in penalties and compensation. Can employees bring claims through the Fair Work Commission? Yes. The Fair Work Commission can deal with disputes through conciliation, mediation and arbitration (by agreement), with matters escalating to court where required. Are small businesses at risk? Yes. This case demonstrates that small businesses, particularly those with informal structures, face significant exposure. Can directors be personally liable? Yes. Individuals involved in contraventions may be held liable under accessorial liability provisions. How WorkPlacePLUS can help WorkPlacePLUS supports employers to move from reactive response to proactive risk management, including: Workplace investigations - WorkPlacePLUS provides expert workplace investigation services to support employers managing complaints and risk. Sexual harassment and respectful conduct training - We deliver sexual harassment workplace training to help employers meet their compliance obligations. Policy and compliance framework development Psychosocial and cultural workplace reviews Complex HR consulting - Our team provides HR compliance services tailored to Australian employers. If your organisation has not reviewed its approach since the 2023 reforms, now is the time. For more information and tailored support, contact us today.

The Fair Work Commission has formally confirmed significant changes to sleepover provisions under the Social, Community, Home Care and Disability Services Industry Award 2010 (SCHADS Award). The changes follow ongoing uncertainty created by recent Federal Court proceedings and will take effect from the first full pay period commencing on or after 1 June 2026. For employers in the disability, community services and home care sectors, the changes may have major implications for payroll configuration, rostering practices, overtime calculations and shift loading arrangements. Key SCHADS sleepover changes from 1 June 2026 Key changes confirmed by the Fair Work Commission include: work performed immediately before and after a sleepover must now be treated as part of the same shift the 8-hour sleepover period cannot be treated as a break between shifts for Award purposes by agreement, the minimum break between shifts connected to a sleepover may be reduced from 10 hours to 8 hours by agreement, sleepover shifts may include up to 12 ordinary hours of work before overtime applies (previously 10 hours), provided no more than 8 ordinary hours are worked on either side of the sleepover shift loadings will now apply separately to each portion of work performed before and after the sleepover for part-time and casual employees, overtime may not apply until more than 12 hours are worked where a compliant agreement is in place Why the SCHADS sleepover changes matter The SCHADS Award is widely regarded as one of Australia’s most complex modern awards. Sleepovers have long been a particularly difficult compliance area due to the interaction between: ordinary hours broken shift provisions overtime triggers minimum breaks between shifts shift loadings sleepover allowances These changes sit within the broader framework of the Fair Work Act 2009, the SCHADS Award, and the Fair Work Ombudsman compliance and enforcement framework. For employers, this is not simply a rostering adjustment. Incorrect interpretation or payroll implementation may expose organisations to underpayment claims, backpay liabilities, civil penalties and reputational damage. The SCHADS sleepover changes commencing 1 June 2026 may significantly affect payroll calculations, overtime triggers, shift loadings and rostering practices across the sector. Sleepovers must now be treated as part of the same shift One of the most significant changes is confirmation that work performed immediately before and after a sleepover must be treated as part of the same shift under the SCHADS Award. The Fair Work Commission has also confirmed that the 8-hour sleepover period cannot be treated as a rest break between shifts. This clarification is expected to affect: overtime calculations roster design payroll coding fatigue management considerations compliance risk assessments Greater flexibility but also greater complexity The changes also introduce additional flexibility for employers and employees. By agreement between the employer and employee: the minimum break between shifts connected to a sleepover may be reduced from 10 hours to 8 hours sleepover shifts may include up to 12 ordinary hours of work before overtime applies (previously 10 hours) However, there are strict limits: No more than 8 ordinary hours may be worked on either side of the sleepover period. Employers will need to carefully assess Award compliance and fatigue risk before relying on these flexibilities. Shift loadings will operate differently A key practical change is how shift loadings apply to sleepover arrangements. Each distinct portion of work performed before and after a sleepover will now be treated separately when calculating shift penalties and loadings. This differs from previous approaches where a single loading may have been applied across the broader sleepover period. For example: work performed before a sleepover may attract afternoon shift penalties work performed after a sleepover may fall within ordinary hours and attract no loading This change may require payroll system updates and careful review of classification rules. Part-time and casual overtime thresholds are changing The Fair Work Commission has confirmed changes to overtime for part-time and casual employees. Previously, overtime was generally triggered once work connected to a sleepover exceeded 10 hours. Under the revised provisions, overtime may not apply until more than 12 hours of rostered work is performed, provided there is a compliant written agreement in place between employer and employee. Employers should review employment agreements, rostering practices, payroll settings and sleepover templates to ensure alignment. Employers should review payroll and rostering practices now The changes commence from the first full pay period on or after 1 June 2026. Organisations that rely on sleepover arrangements should begin reviewing their systems and practices now rather than waiting until implementation deadlines apply. Recommended actions include: reviewing sleepover rostering arrangements auditing payroll system settings assessing Award interpretation practices updating written agreement processes training payroll and rostering staff obtaining tailored workplace relations advice where required The SCHADS sleepover changes may require system updates to avoid underpayment risk. SCHADS compliance risks remain high The Fair Work Ombudsman continues to prioritise Award compliance enforcement, particularly in the disability, aged care and community services sectors. The penalties for underpayments and Award breaches have increased significantly in recent years, including under the Closing Loopholes reforms to the Fair Work Act 2009. Even unintentional payroll errors can create significant liability. For many employers, sleepovers remain one of the highest-risk areas under the SCHADS Award. Frequently asked questions about the SCHADS sleepover changes When do the SCHADS sleepover changes start? From the first full pay period on or after 1 June 2026. Can employers still roster sleepovers under the SCHADS Award? Yes, but rostering, payroll and agreements may need to be updated. Will payroll systems need updating? Likely yes, particularly for overtime triggers and shift loading rules. Do employers need written agreements? Yes, where employers use the flexibility provisions around breaks and extended hours. Need support navigating the SCHADS changes? WorkPlacePLUS provides practical SCHADS compliance support, including: payroll audits Award interpretation advice rostering reviews classification reviews manager and payroll training SCHADS Know Your Award training For more information, please contact us today. Disclaimer

Workplace culture stems from the top The board are ultimately responsible for setting the strategic direction and the culture of your organisation, and the leadership team are responsible for implementing it. Workplace culture directly impacts on employee engagement. Employee engagement represents the level of motivation, satisfaction and connection that an individual has with the organisation. In service industries, measuring staff engagement and assessing the cultural climate is extremely important in achieving client and corporate goals. A board that does not actively monitor workplace culture is missing core people, governance and risk signals. Why workplace culture is a governance and compliance issue Attending to the workplace culture should be a regular part of every business or organisation’s risk management plan. A tense, negative or toxic workplace culture puts you and your staff at risk. It can be the breeding ground for costly mistakes, low productivity, high staff turnover, complaints or grievances, and regulatory scrutiny. From a legal perspective, workplace culture is increasingly relevant under: the Fair Work Act 2009, including general protections and workplace rights the Sex Discrimination Act 1984, particularly the positive duty to eliminate sexual harassment work health and safety legislation, such as the Work Health and Safety Act 2011, which requires employers to provide a psychologically safe workplace Regulators, including the Fair Work Ombudsman, are increasingly focused on systemic workplace issues , not just individual complaints. Workplace culture is no longer a “soft” concept, it’s a measurable compliance risk with legal, financial and reputational consequences. Key questions boards should be asking Broadly speaking, there are self-assessing questions that boards should consider on a regular basis. For example: How approachable is our leadership team? Are we modelling the organisational values? Are we listening to our employees? Do we provide our employees with regular feedback, training, recognition and opportunities for improvement? Do we solicit feedback from key stakeholders? Are we fully compliant? The importance of People & Culture metrics It is also advisable that boards receive regular information on various People & Culture metrics, such as: staff turnover rate leave accrual rate EAP uptake rate legal and compensation claim metrics cultural climate metrics Without this data, boards are effectively making decisions without visibility of workforce risk. If culture is not being measured, it is not being managed. And if it is not being managed, it is likely creating risk. Workplace cultural reviews: a proactive risk tool One tool used to measure the cultural climate of an organisation is a workplace cultural review. This is a proactive process designed to understand the values, beliefs, attitudes, and behaviours shared by individuals and teams. Regular cultural reviews can be the catalyst for constructive workplace change and the continuous improvement of workplace relationships, staff engagement, productivity, safety, and performance. Learn more about Workplace Cultural Reviews > A well-run cultural review provides boards with: independent, confidential employee insights identification of trends, patterns and “hot spots” early warning indicators of conduct or compliance risks practical recommendations aligned to strategy How WorkPlacePLUS supports boards and leadership teams WorkPlacePLUS provides independent, executive-level insight into workplace culture, helping boards and leadership teams understand the “ground truth” of employee experience and its connection to organisational risk. We bridge the gap between the frontline and the boardroom, transforming cultural data into clear, actionable intelligence that supports informed decision-making. Our experienced consultants support organisations through: Workplace Cultural Reviews - A carefully controlled, confidential process that allows employees to provide crucial feedback, helping to uncover trends, patterns and “hot spots” that may not otherwise be visible. Strategic Reporting to Boards - Translating People & Culture metrics into meaningful insights aligned to governance, risk and compliance obligations. Executive Leadership Coaching - Supporting leaders to align behaviours with organisational values, strategy and expected standards of conduct. Risk, Change and Sensitive Workplace Matters - Providing expert guidance during periods of organisational change, workforce disruption or heightened employee relations risk. Independent insights into the workplace culture gives boards something that internal reporting often cannot – an unfiltered view of workforce risk before it escalates into complaints, regulatory scrutiny or reputational damage. WorkPlacePLUS can support the board and leadership team to work through identified risks and opportunities, ensuring practical, sustainable improvements that strengthen culture, reduce exposure and support long-term performance. FAQs: Workplace culture and board responsibilities Why is workplace culture important for boards? Because it directly impacts organisational risk, compliance, employee performance and reputation. Boards have a governance responsibility to oversee these risks. How often should boards review workplace culture? At minimum annually, with regular reporting on key People & Culture metrics throughout the year. What are the risks of ignoring workplace culture? Increased likelihood of complaints, staff turnover, underperformance, regulatory action and reputational damage. Is workplace culture a legal responsibility? Yes. While not always explicitly labelled as “culture,” obligations under employment, discrimination and WHS laws require employers to provide safe, compliant and respectful work environments. For more information or support, please contact us today.

Major changes to paid and unpaid parental leave have been implemented in stages from 2024 through to 2026. These reforms affect employer obligations under both the National Employment Standards (NES) and the Government-funded Paid Parental Leave scheme, and require updated policies, workforce planning, and compliance processes. Parental Leave Changes from July 2024 Paid Parental Leave (Government-funded) The Australian Paid Parental Leave scheme has been progressively expanded under the More Support for Working Families Act 2024 to increase flexibility and shared care options for parents. Under the More Support for Working Families Act 2024, families now have access to an increased number of Paid Parental Leave days, reflecting the staged expansion of the scheme. These changes form part of a broader reform pathway designed to improve flexibility and support shared caregiving responsibilities. Unpaid Parental Leave (NES) Under the Fair Work Act 2009 (Cth), eligible employees continue to be entitled to: up to 12 months of unpaid parental leave a right to request an additional 12 months Key flexibilities have been strengthened, including: greater ability for parents to share or structure leave between carers improved access to concurrent leave arrangements confirmation that one parent’s entitlement is not reduced by the other parent taking leave, even where both work for the same employer Parental Leave Entitlements from 1 July 2025 and 1 July 2026 From 1 July 2026, Australia’s Paid Parental Leave entitlement reaches 26 weeks, continuing a staged expansion of government-funded parental leave support. The Government-funded Paid Parental Leave scheme has continued to expand in stages: From 1 July 2025: entitlement increased to 24 weeks (120 days) From 1 July 2026: entitlement increases to 26 weeks The scheme also provides greater flexibility in how leave can be taken, including: additional days reserved for the partner or secondary carer increased ability for parents to take leave at the same time expanded shared care arrangements Entitlements continue to be determined by the child’s birth or adoption date. For children born or adopted from 1 July 2025, the additional entitlement applies progressively once proof of birth or adoption is provided. What This Means for Employers These changes have practical implications for workforce planning, leave management, and compliance under both the NES and Government-funded scheme settings. Employers should be aware that increased parental leave entitlements may impact: workforce continuity and rostering backfilling and recruitment planning payroll and leave administration systems internal policy alignment with current legislative settings Proactive planning is required to maintain operational continuity and ensure compliance. Employer Action Checklist Employers should: review and update parental leave and HR policies plan for longer and/or concurrent employee absences ensure payroll, rostering, and HR systems reflect current entitlements provide clear communication to employees about leave options and entitlements ensure managers understand both paid and unpaid parental leave obligations Compliance Reminder Parental leave obligations sit across both Government-funded schemes and the Fair Work Act 2009. Employers are required to maintain up-to-date policies and processes that reflect current entitlements and ensure accurate administration of leave. Failure to manage entitlements correctly may create operational disruption and compliance risk, particularly in workplaces with limited staffing flexibility. Need Support? For more information, tailored HR advice and compliance support, please contact us today.

Give your team a short, practical introduction to mentally healthy workplaces. Psychological health and safety is a core workplace obligation under Australian Work Health and Safety (WHS) laws. Organisations are required to actively manage risks to both physical and psychological health. This includes identifying and controlling hazards arising from the way work is designed, managed and experienced by employees. Introduction to Mentally Healthy Workplaces is a short, sharp 1-hour session designed to build organisation-wide awareness of psychosocial risks and WHS responsibilities – ideal for staff meetings, leadership forums, mental health theme days and lunch and learn sessions. What is psychosocial risk management? Psychosocial risk management is the systematic process of identifying, assessing and controlling workplace factors that may cause psychological harm. Under WHS laws, psychosocial hazards must be managed using the same risk management framework applied to physical hazards. Psychosocial risk management focuses on fixing how work is designed and managed – not just supporting individuals after harm has occurred. Why employers need to prioritise psychosocial risk management Work-related psychological injuries are one of the fastest-growing categories of workers’ compensation claims in Australia. They are often more complex, longer in duration and more costly than physical injury claims. Beyond cost, poor management of psychosocial risks can lead to: increased absenteeism and turnover reduced productivity and engagement workplace conflict and complaints reputational and regulatory risk A mentally healthy workplace is built through prevention – not just wellbeing programs. Employer obligations under WHS laws Under the Work Health and Safety Act 2011 and corresponding State and Territory legislation, employers have a positive duty to ensure, so far as is reasonably practicable, the health and safety of workers. This duty explicitly includes psychological health. In addition, the Model Work Health and Safety Regulations now include provisions requiring organisations to manage psychosocial hazards, reinforcing that these risks must be treated the same as physical safety risks. In practical terms, employers must: identify psychosocial hazards in the workplace assess the level of risk to workers implement controls to eliminate or minimise risks monitor and review the effectiveness of those controls Failure to meet these obligations may result in regulatory enforcement, penalties and increased liability. What is a psychosocial hazard? A psychosocial hazard is any aspect of work design, management or workplace interactions that has the potential to cause psychological harm. Common examples include: excessive workloads or unrealistic deadlines poor change management practices workplace bullying, harassment or unresolved conflict unclear roles or competing priorities lack of support from managers exposure to traumatic or high-pressure situations Psychosocial hazards are usually systemic – they arise from how work is structured, not from individual employees. Why offer a 1-hour introductory session to all staff? Many organisations understand their obligations but struggle to build consistent awareness across teams. A short, targeted session is often the most effective starting point. Introduction to Mentally Healthy Workplaces is a 1-hour introductory session designed to: provide a clear overview of psychosocial risk and WHS obligations build shared language across teams help leaders and employees recognise common hazards support early identification and prevention of risks Introduction to Mentally Healthy Workplaces is concise and accessible, so the session can be delivered as part of: team meetings leadership briefings all-staff forums lunch and learn sessions wellbeing theme days Awareness is a critical control measure – if leaders and teams can’t recognise psychosocial risks, they can’t manage them. What participants will learn: This introductory session provides a practical, high-level overview of: what makes a mentally healthy workplace what psychosocial safety means employer obligations under WHS legislation common psychosocial hazards and how they arise the basics of risk identification and assessment simple, practical concepts to discuss, action and support psychologically safe work environments The session is designed to be engaging, easy to understand and immediately applicable in day-to-day work. Who this session is for The session is suitable for all staff, including: organisational leaders and executives managers and supervisors HR and People & Culture teams WHS and safety representatives frontline employees and all teams It is particularly valuable for organisations looking to introduce psychosocial risk concepts before implementing more detailed training or risk management systems. A practical first step toward compliance For many organisations, psychosocial risk management can feel complex or overwhelming. A short, well-structured introduction provides a practical and accessible starting point – helping teams to understand their responsibilities and begin building a mentally healthy workplace. It can also complement more in-depth training, such as half-day programs focused on implementation and leadership capability. Build awareness. Strengthen compliance. Support your people. Creating a mentally healthy workplace starts with understanding. Our Introduction to Mentally Healthy Workplaces session helps organisations take a proactive first step – building awareness, supporting compliance and equipping teams to recognise and respond to psychosocial risks. To book a session for your team or include it in your next leadership discussion staff meeting, wellbeing day or lunch and learn program, please contact us today.

Providing your leaders and teams with regular training is key to their effectiveness in adapting to change, resolving issues, mitigating risk, improving performance, and fostering your work culture. Training and development can also be seen as an organisational benefit which may assist with attracting and retaining staff. WorkPlacePLUS provides professional training programs designed to educate your team with research-based insights, best practice strategies, real-world case studies, and the latest legislative updates. Examples of training and development programs offered by WorkPlacePLUS: SCHADS: Know Your Award Respect & Responsibility in the Workplace ​ Mentally Healthy Workplace Training Performance Management Training Unconscious Bias in the Workplace ​Practical Leadership & Professional Development Family & Domestic Violence (FDV) Contact Officer Training EEO, Bullying & Harassment Contact Officer Training Communication Mastery & Conflict Management Allied Health HR Training: Contracts & Wages Refresher Trainings Learn more > Why choose WorkPlacePLUS? ✓ We offer tailored learning outcomes and flexible delivery options. We take the time to understand your unique goals and requirements. ✓ Our interactive, face-to-face facilitation strengthens engagement and allows practical examples to be explored during the training, and participant questions can be answered in real time. ✓ We ensure our programs contain the most current employment legislation and regulatory compliance information. Plus, we incorporate your organisation's relevant workplace policies. ✓ We equip participants with the tools, knowledge and confidence to succeed in their roles. ✓ Our programs combine ethical, best practice strategies with direct, expert feedback from our facilitators. ✓ Our facilitators are professional HR consultants. ✓ The team at WorkPlacePLUS has extensive experience delivering training and development programs to businesses and organisations around Australia, from private practices and SMEs to multi-site hospitals, community organisations, government services, and First Nations organisations and teams. For more information or to book your program, please contact us today.

Many organisations recognise and promote their good performers into team leader roles, creating an opportunity to strengthen the organisational culture and loyalty when the right candidate is selected. From our experience, however, very few organisations provide their prospective team leaders with the practical tools and leadership skills to succeed in their new position. This ultimately becomes a costly oversight. If staff performance and risk management are key to your organisation achieving its goals and budgets then training and development should not be an afterthought. Trimming the training and development expense when budgets are under pressure can have a detrimental impact on productivity and mental health in the workplace, with an increase in employee turnover. Increased productivity, reduced employee turnover and promoting a mentally healthy workplace are just some of the many good reasons to provide your staff with proper training. Even the most experienced managers need to keep up with current workplace legislation. Letting this slide exposes your organisation to risk. Reminder: staff should be doing a refresher training relevant to their role every two years In addition, issues associated with the changing landscape of working life post-pandemic continue to present new challenges to managers and supervisors. For example: Communicating to staff about changes in the workplace Managing requests for new, flexible or hybrid working arrangements or roles Managing teams remotely and monitoring engagement Addressing staff concerns e.g. returning to the workplace Addressing complaints or grievances Supporting employee wellbeing Now more than ever, it is crucial to provide your leadership team with good support structures and tools for success. The team at WorkPlacePLUS has extensive experience in facilitating workplace training programs to leaders and teams in Australian workplaces. Our range of practical training programs address areas such as bullying and harassment, performance management, workforce planning, legal compliance, communication strategies and empowering your staff to excel. Directors, managers, supervisors, team leaders and staff all benefit from our specialised interactive trainings, as participants are equipped with the required tools, knowledge and confidence to succeed in their roles. Examples of training and development programs offered by WorkPlacePLUS: SCHADS: Know Your Award Respect & Responsibility (Bullying, Harassment, Discrimination & Victimisation) Mentally Healthy Workplace Training Performance Management Training Unconscious Bias in the Workplace Family & Domestic Violence (FDV) Contact Officer Training Communication Mastery & Conflict Management Allied Health HR Training For more information, please contact us today.