1. From a newly harmonised systemTo a mature system
2. From ‘how to do WHS’To a ‘why we do WHS’
3. From a focus on current workTo a focus on the evolving nature of work

01

Shift from a newly harmonised system to a mature system 

Why this shift is important

Significant progress has been made towards a nationally cohesive approach to WHS since Australia’s WHS laws were harmonised in 2012 but the system has not yet realised its full national potential. Initially, there was a strong focus on helping industry understand the impact of legislative changes. Since then, Australia has experienced significant changes in the nature and patterns of work including more businesses and workers operating across state and territory jurisdictional lines. Stakeholders working together is more important than ever to support a simple, clear and cohesive WHS system.

What success will look like 

This Strategy aims to foster a stronger national WHS system by encouraging stakeholders to leverage similar resources, tools and campaigns. Beyond the harmonisation of WHS regulation, the transition to a mature system will be demonstrated through open and timely information sharing and coordination between regulatory partnerships, social partners and other stakeholders to ensure that common national goals and actions are pursued together. PCBUs will also better understand their responsibilities—and this will ultimately support and protect Australian workers.

Achievements by 2033

• We will have increased collaboration between federal, state and territory governments, and other WHS stakeholders, including coordinated compliance and enforcement, capacity building and education, and awareness campaigns on nationally significant WHS issues.
• We will have responsive and effective national model WHS laws that are updated in response to issues in a timely way, through an ongoing commitment by jurisdictions and social partners.
• We will have replicated and implemented successful prevention efforts at scale through sharing insights among the WHS community about “what works”. 

02

Shift from ‘How to do WHS’ to ‘Why we do WHS’  

Why this shift is important

Without appropriate support, PCBUs may take a less comprehensive, ‘tick a box’ approach to health and safety that narrowly focuses on eliminating or minimising risks posed by specific hazards without understanding the benefits of WHS. These benefits include making workers feel respected and safe at work (a goal in itself), and facilitating greater workplace participation, higher performance and lower absenteeism. 

What success will look like

PCBUs that manage WHS risks well recognise the value of a strong health and safety culture within their business and are motivated to engage in genuine cooperation and consultation with workers and their representatives to achieve safe and healthy workplaces. This Strategy aims to proliferate this mindset more widely. The goal is to ensure that workers remain the central focus of PCBU approaches in terms of ensuring their protection from harm but also their critical contribution to developing solutions.

Achievements by 2033

• We will have showcased leading prevention examples through industry stories that celebrate success. Case studies will have highlighted how PCBUs have been able to cultivate health and safety culture, trust, expertise and innovation among their workforces.
• We will have engaged companies with a strong WHS track record to influence their industries, including Australia’s largest corporations demonstrating the inclusion of WHS in corporate reporting.
• We will have engaged with entrepreneurs to ensure they appreciate the value and benefits of WHS when they decide to go into business. 
• Safe Work Australia and partners will have delivered education campaigns to highlight that good work design involves incorporating WHS considerations into workplaces and organisations from the ground up.

03

Shift focus from current work to the ever-evolving nature of work 

Why this shift is important

Technological advancement, freelancing and platform work, the on-demand and knowledge economy, COVID-19 and climate change are revolutionising work in Australia. Consistent with the principles-based approach that underpins the WHS framework, we must continue to anticipate and adapt to change while grappling with current challenges.

What success will look like

This Strategy proposes strengthening the WHS evidence base by incorporating a broader focus on information gathering, data collection and research. This would support timely and clear definitions of WHS roles and responsibilities in new areas such as gig work, and with respect to AI, automation, and other emerging technologies. Policy guidance would be informed by a broad range of stakeholders, supplemented by educational efforts where needed. Stakeholders would also develop new data- and intelligence-gathering methods to generate early warning signals about WHS hazards and risks to enable timely action.

Achievements by 2033

• We will have deepened partnerships between the WHS system and the research sector (including demographers, and experts in law, engineering, technology, the environment, and health), with a focus on WHS and the future of work.
• We will have assessed with stakeholders how to best respond to the impacts of AI and automation, climate change, and structural workforce factors such as skills shortages and changing labour force characteristics. We will have developed educational materials and guidance to help industry adapt WHS to new forms of work.
• We will have improved the use of data to detect new and emerging trends before they become national WHS issues.
• We will have further collaborated between jurisdictions, social partners, researchers and high‑risk sectors to better understand Australia’s diverse workforce and address the structural factors that make certain groups of workers more vulnerable to harm.