Introduction: DFV Is a Workplace Safety Issue — And the Law Knows It
For decades, many employers saw domestic and family violence (DFV) as a “personal matter” outside their remit. That’s no longer an option.
Workplace health and safety (WHS) laws across Australia now recognise psychosocial hazards — and DFV, when it impacts work, is firmly in that category.
Add to this the National Employment Standards’ paid FDV leave, the Respect@Work positive duty, and anti-discrimination laws, and the message is clear: DFV is a compliance and governance issue.
The NSW Domestic and Family Violence Plan 2022–2027 and Safe Work Australia guidance set out what good practice looks like. The challenge for leaders? Integrating DFV into your existing risk management framework — not treating it as a standalone “HR project.”
This blog outlines how to do just that.
Section 1: Why DFV Belongs in Your Risk Management System
Legal Obligations
Under WHS legislation, employers must:
- Identify hazards that could harm workers
- Assess the risks
- Implement controls to eliminate or minimise those risks
- Review controls for effectiveness
If an employee is experiencing DFV that affects their work, and the workplace fails to act when aware, the business could be in breach of WHS duties.
Business Drivers
- Retention: Workers are more likely to stay when they feel supported.
- Reputation: Public response to DFV-related cases can damage or enhance brand perception.
- Productivity: Safe workers are productive workers.
Ethical Imperative
Workplaces can be a lifeline for people experiencing DFV — sometimes the only safe space in their week. A well-prepared workplace can literally save lives.
Section 2: Building DFV Into Your Risk Framework
The standard WHS risk management cycle applies directly to DFV.
Step 1: Identify Hazards
Hazards linked to DFV include:
- On-site risks: Perpetrators showing up at the workplace
- Digital risks: Unauthorised access to work systems, rosters, or communications
- Psychosocial risks: Stress, fatigue, and trauma affecting health and safety
- Economic control: Pay or entitlements being intercepted
How to identify:
- Staff surveys (anonymous)
- Incident reports
- Confidential conversations with staff or EAP
- Consultation with Health and Safety Representatives (HSRs)
Step 2: Assess the Risks
Consider:
- Likelihood: How probable is it that the hazard will cause harm?
- Consequence: What could happen if it does?
- Controls already in place: Are they effective?
Example:
If a staff member’s ex-partner has a history of workplace visits, the likelihood may be “high” and the consequence “severe” — requiring urgent controls.
Step 3: Control the Risks
Controls should follow the hierarchy:
- Elimination: Removing the hazard entirely (e.g., changing contact details, barring unauthorised entry)
- Substitution: Changing the way work is done (e.g., remote work instead of public-facing roles)
- Engineering: Physical changes (e.g., secure entry points, alarm systems)
- Administrative: Policies, rosters, and training
- PPE: Rarely applicable for DFV, but may involve duress devices
Step 4: Review and Improve
DFV-related risks can change quickly.
Set review points:
- After incidents
- At regular WHS meetings
- Following worker feedback
Section 3: Practical Workplace Control Measures
Drawing from the NSW DFV Plan and Safe Work Australia:
Physical Security
- Secure entry systems
- Visitor sign-in with ID check
- Alert protocols for reception/security
Digital Safety
- Password resets for email and payroll systems
- Restricted roster visibility
- IT monitoring for unauthorised access
Work Arrangements
- Flexible start/finish times
- Temporary role relocation
- Option for remote work where safe
Leave and Financial Protections
- Paid FDV leave (NES entitlement)
- Emergency salary advances where appropriate
- Confidential payroll processing
Training
- Leader and HR training on DFV recognition and response
- Security and reception staff briefed on protocols
- WHS teams trained in psychosocial hazard assessment for DFV
Section 4: Governance and Accountability
Embedding DFV into your risk framework means assigning responsibility.
Board and Executive Level
- Oversight of DFV policy compliance
- Regular reporting on DFV risk management metrics
- Inclusion of DFV in WHS board reports
HR and WHS Leaders
- Policy development and review
- Staff training and awareness programs
- Incident response coordination
Line Managers
- First point of contact for disclosures
- Implementing agreed adjustments
- Monitoring and reporting risks
Section 5: Linking to the NSW DFV Plan
The NSW Domestic and Family Violence Plan 2022–2027 outlines key principles workplaces can adopt:
- Prevention — build awareness and challenge harmful attitudes
- Early Intervention — recognise signs and act before harm escalates
- Response — provide effective, trauma-informed support
- Recovery — enable long-term safety and stability
Integrating these into WHS planning ensures your workplace is aligned with state and national strategies.
Section 6: Common Pitfalls to Avoid
- Treating DFV as “just HR’s job” — It’s a WHS, legal, and leadership responsibility.
- Over-reliance on EAP — Support must include structural and safety measures.
- Failing to consult staff — Risk controls must be co-designed with workers.
- One-off actions — DFV risk management is ongoing.
Section 7: Sample DFV Workplace Risk Framework
| Risk Management Stage | DFV Example | Workplace Control |
| Identify Hazard | Ex-partner waits outside office | Secure entry, alert protocol |
| Assess Risk | Likelihood: high, Consequence: severe | Urgent controls required |
| Control | Relocate worksite, adjust shifts | Implement within 24 hours |
| Review | Weekly check-in with worker | Update WHS records |
Section 8: A Real-World Outcome
One manufacturing company integrated DFV into their WHS hazard register after a worker disclosed her partner had threatened to come to the site.
Actions taken:
- Security briefed with description
- Worker relocated to another facility
- Payroll locked from changes without her consent
The result? No incidents occurred, the worker stayed employed, and the WHS audit commended the proactive measures.
Conclusion: Duty Meets Opportunity
DFV is no longer a “hidden” risk for workplaces. The law, national strategy, and community expectations have shifted. Integrating DFV into your risk management framework isn’t just about compliance — it’s about using your workplace as a force for safety, stability, and dignity.
When leaders meet their duty, they also meet an opportunity: to make their workplace a place where harm stops at the door — and safety starts inside.
