Occupational violence is not a theoretical concern; it is a foreseeable and increasingly recognised workplace hazard that can have serious physical and psychological consequences. For employers, the obligation is clear: this risk must be actively managed in the same structured way as any other safety risk, rather than addressed through policies or awareness material alone.
Too often, organisational responses stop at providing information, training modules, or signage aimed at encouraging respectful behaviour. While these are important foundations, they rarely address the underlying conditions that allow occupational violence to occur. A “tick-the-box” approach to training does not meet the standard of what is reasonably practicable, particularly where workers are exposed to elevated risk through public interaction, enforcement roles, or high-stress service environments.
Effective risk management begins with recognising occupational violence as a system-level issue. Employers should assess when, where, and how workers are exposed to aggression, threats, or assault. This means looking beyond individual behaviour and examining workload pressures, service delivery models, environmental design, and escalation pathways. It also requires involving workers in identifying real-world triggers and vulnerabilities.
Workplace design plays a critical role in prevention. Simple but deliberate design choices, such as controlled access points, clear sightlines, secure interview rooms, duress alarms, and physical barriers where appropriate, can significantly reduce the likelihood and severity of violent incidents. Designing spaces that support safe interactions is a proactive control measure, not a reactive afterthought.
Technology also provides practical and increasingly accessible solutions. The use of CCTV, for example, not only supports incident response and investigation but can act as a deterrent when appropriately implemented and communicated. Similarly, body-worn cameras in certain high-risk roles can contribute to both transparency and have been proven to discourage or de-escalate potential situations. These controls should be considered within a broader risk management framework rather than adopted in isolation.
Importantly, organisations should also be looking to strengthen capability through more immersive and practical training methods. Traditional classroom-based or online training often fails to simulate the pressure and unpredictability of real interactions. Virtual reality (VR) training offers a more effective alternative, allowing workers to practice responding to escalating situations in a controlled but realistic environment. This builds confidence, improves decision-making under stress, and supports consistent application of de-escalation techniques.
Moving beyond information provision also means ensuring that systems exist to support workers before, during, and after an incident. This includes clear reporting processes, timely response protocols, post-incident support, and a commitment to learning from events. Without these elements, even well-designed controls can fall short.
Ultimately, managing occupational violence requires a shift in mindset, from awareness to action. Employers must be able to demonstrate that they have systematically identified the risk, implemented appropriate controls, and continuously reviewed their effectiveness. This is not only a legal expectation under work health and safety legislation, but a fundamental aspect of providing a safe system of work.
Organisations that take this broader, more practical approach will not only reduce harm, but also build a safer, more resilient workplace where workers feel protected and supported in carrying out their roles.
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