Document ID: chunk:federal_register_of_legislation:F2025L00326:body:0:p37
Version: federal_register_of_legislation:F2025L00326
Segment Type: other
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Character Range: 102855–106128

to systematic WHS management and key performance indicators are appropriate, seeks out their own information on the organisation's WHS performance, and insists that reports are provided to them promptly and their feedback actioned.
For information on officers and their duties see Safe Work Australia's Interpretive Guideline: The health and safety duty of an officer under section 27.

     8.2          Culture
Organisational culture is made up of:
   -            the values and behaviours that workers share and show, and
   -            the shared attitudes and beliefs in the workplace's written and unwritten rules.
Good organisational culture recognises that diverse and inclusive workplaces lead to better outcomes in all aspects of an organisation's work.
If workers know their leaders place high importance on appropriate and respectful behaviour and preventing sexual and gender-based harassment, it becomes part of everyday work. Workers are more likely to:
   -            display appropriate behaviours
   -            ensure sexual and gender-based harassment is identified as a health and safety issue
   -            feel safe to report sexual and gender-based harassment, and
   -            make preventing and addressing sexual and gender-based harassment part of the organisation's culture.
An organisational culture that tolerates or accepts workplace sexual and gender-based harassment can contribute to the prevalence of such harassment.
It is important to understand your organisational culture. This can be achieved by assessing the existing culture to understand the values, attitudes, beliefs, and behaviours regarding sexual and gender-based harassment. This can be done by consulting workers and through surveys, focus groups, workplace observations and speaking with workers.
Leadership has an important role in changing an organisation's culture to be one that prevents sexual and gender-based harassment and there are a range of practical measures you can take. For example:
   -            not displaying and actively removing inappropriate images in the workplace (e.g. inappropriate calendars or advertisements)
   -            ensuring the organisation's performance management, recruitment and promotion policies and practices place value on respectful behaviour and diversity
   -            ensure, in consultation with workers, uniforms and advertisements do not sexualise workers unless an integral part of the role i.e. sex work
   -            take reports of sexual and gender-based harassment seriously and respond in a prompt and supportive way in keeping with organisational policies
   -            ensure social activities are inclusive and appropriate
   -            ensure your workplace policies reflect the culture you wish to establish and set a clear standard for appropriate behaviour
   -            empower workers to refuse, restrict or suspend service if people fail to comply with the expected standard of behaviour
   -          ensure managers and leaders hold regular informal or formal discussions about the importance of health and safety issues including sexual and gender-based harassment in the workplace, and
   -            train workers on the nature, drivers and impacts of sexual and gender-based