💥 Reckoning in Real Time:
Services Australia Charged Under WHS Act
Services Australia is facing three charges under the federal Work Health and Safety Act after a Centrelink worker was exposed to violence and aggression from a client.
Comcare alleges that the agency failed to implement known and available safety controls, such as duress alarms and physical barriers, despite repeated reports of aggressive behaviour at the site.
Each charge carries a potential fine of up to $1.5 million.
In this edition of The Reckoning Room, we unpack:
1. ⚖️ The details behind the charges and legal framework:
Services Australia has been charged under the federal Work Health and Safety Act 2011 (Cth), which places a primary duty of care on employers to ensure, so far as is reasonably practicable, the health and safety of workers. Comcare alleges the agency failed in this duty when a frontline worker was exposed to a foreseeable risk: client aggression. The charges relate to the organisation’s failure to implement basic, well-recognised risk controls, such as duress alarms and physical security barriers, despite being aware of ongoing threats. This isn’t just a procedural failure; it’s a systemic one.
2. 🚨 Where the control measures broke down:
The breakdown wasn’t in awareness, it was in action. Comcare’s case rests on the fact that Services Australia knew of the risks. Workers had repeatedly reported client aggression. Despite this, crucial control measures were not implemented or maintained. The lack of physical barriers, the absence of functioning duress alarms, and inadequate staff training on managing violent situations all point to failures in translating policy into practice. This case highlights what happens when known risks are allowed to fester unaddressed.
3. 🛠️ Practical strategies for ensuring consistency across business units:
Too often, safety practices vary widely from one location or business unit to another. This is a governance issue. Organisations must:
Standardise high-risk controls (e.g. physical security features) across all frontline offices
Use compliance audits and spot checks to verify local implementation
Empower local WHS representatives to escalate issues directly to senior decision-makers
Implement real-time incident tracking systems to flag trends and trigger early intervention
Consistency is protection. Inconsistency is liability.
4. 📄 Why centralised WHS policies alone won’t cut it:
A 40-page policy on the intranet won’t save lives. What matters is how policies are embedded into the everyday culture of a workplace. Centralised WHS documents often assume implementation happens downstream, but unless business units are given the tools, training, and autonomy to operationalise safety, the policies sit idle. A good policy should come with a clear action plan, budget allocation, staff training modules, and accountability mechanisms. Without that? It’s just paperwork.
5. 🔄 How to structure reporting lines to meet legal obligations, not just tick boxes:
Frontline risk doesn’t always reach the top unless there’s a clear, non-bureaucratic reporting pathway. Organisations must:
Ensure WHS officers and reps have direct reporting access to executives or board-level risk committees
Protect and empower whistleblowers and frontline staff who raise safety concerns
Include WHS metrics in executive KPIs, because safety is a leadership issue, not just a compliance one
Foster a culture where risk reporting is rewarded, not penalised
When safety reporting is treated as a formality, it becomes ineffective. When it’s treated as essential infrastructure, it saves lives, and protects organisations from costly legal and reputational fallout.
✅ Workplace Safety Accountability Checklist
Use this checklist to assess whether your organisation is meeting its duty of care obligations, and where urgent improvements might be needed.
🔒 Physical & Environmental Controls
☐ Are all high-risk sites equipped with working duress alarms?
☐ Are physical barriers (e.g. screens, secure counters) installed where client aggression is a known risk?
☐ Is the layout of service areas designed with staff safety in mind (e.g. clear exits, visibility)?
🧠 Awareness & Training
☐ Are frontline staff trained in de-escalation and incident response protocols?
☐ Is WHS training regularly refreshed and tailored to local risks?
☐ Do staff know how and where to report threats or near-misses?
📊 Risk Management & Oversight
☐ Are local WHS risks reviewed regularly and documented?
☐ Are incident trends analysed and shared with senior leadership?
☐ Is there a clear process for escalating unresolved safety concerns?
📄 Policy & Implementation
☐ Do centralised WHS policies include clear implementation steps for local teams?
☐ Is there a mechanism to audit whether safety policies are actually being applied on the ground?
☐ Are safety policies translated into practical checklists or workflows for staff?
📣 Reporting & Accountability
☐ Can WHS representatives report directly to executives or a board-level committee?
☐ Are safety issues reflected in leadership KPIs or performance reviews?
☐ Are staff encouraged (and protected) when they raise safety concerns?
How did you score?
All boxes checked:
You’re on the right track - keep auditing and improving.
Some unchecked:
Prioritise those gaps. Risk doesn’t wait.
Many unchecked:
It’s time to act. Safety is a legal duty, not an optional add-on.