New legislation favours unions in government procurement

New legislation favours unions in government procurement

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New legislation favours unions in government procurement

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The Workplace Relations Legislation Amendment (Building Cooperative Workplaces No. 1) Bill 2026  has recently passed through Parliament. One of the perhaps unexpected components of this legislation is to do with giving organisations with enterprise agreements preference in Commonwealth Government procurement. So what does that mean and what should you be doing about that?  

Background

The Albanese Government has managed to get a legal change through Parliament with the help of the Greens that might have a significant impact on Federal government procurement decisions.

The Explanatory Memorandum for the Workplace Relations Legislation Amendment (Building Cooperative Workplaces No. 1) Bill 2026: The amendments would allow the Commonwealth to preference employers whose employees are covered by an enterprise agreement (or a type of enterprise agreement), or who are covered by an enterprise agreement that covers an employee organisation, when making a grant of financial assistance or procuring goods or services. In these circumstances, such a preference will not constitute discrimination under subsection 354(1) of the Fair Work Act.”

Is it discriminatory?

My initial reaction was that this seemed to potentially compromise the freedom of association project in the Fair Work Act and I think it potentially will in practice when it is implemented.

However, it has been worded to preference employers who have employees covered by an enterprise agreement or ones whose employees are covered by an enterprise agreement that covers an employee organisation.

So what that technically says is that the basis for discrimination is the presence of an enterprise agreement, not that the workforce is unionised. 

Of course, there is also the fact that the vast majority of enterprise agreements (85%-90%) have been made with unions so, in reality, unions will be the primary beneficiaries of this change.

 What does this mean in practice?

It is quite common already for head contractors on major projects to require subcontractors to have an enterprise agreement because, while that is in its nominal operating period, any industrial action taken will be unprotected. That is a disincentive to unions because they don’t want to be fined for breaching the Fair Work Act.

Of course, this comes at an odd time given all of the publicity there has been in Victoria and Queensland in particular about alleged corruption and criminal associations of unions and head contractors. Employer associations are understandably crying “foul”.

For employers who want to be able to work on government projects or sell services to the Commonwealth, you do have the option of putting in place your own enterprise agreement.

How we can help

We have been helping businesses put in place their own non-union enterprise agreements for over 20 years, primarily in civil construction but also other trades, manufacturing and childcare.

It is a complicated process with a number of tests to be satisfied and strict timelines and procedures to be observed. It also requires the specific approval of a majority of the employees who would be covered by the instrument. 

Just fill out and submit the “Tell us what you need help with” form below and we’ll be in touch to organise a chat about your needs and ways to deal with those.

 

CONTACT US

Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

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More Fair Work Changes for Better or Worse

More Fair Work Changes for Better or Worse

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More Fair Work Changes for Better or Worse

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The last 5 years have seen more changes to employment and related laws than at any time in history and the Albanese Government isn’t finished. A new Fair Work Bill has just hit parliament and AI, unfair dismissal and general protections claims, multi-enterprise agreement and road contractors all feature in the mix. What’s happening, why is it happening and what are the potential impacts? 

Background

On 3 June 2026, the Federal Government presented the Workplace Relations Legislation Amendment (Building Cooperative Workplaces No. 1) Bill 2025 to the House of Representatives.

It provides for a number of changes to:

  1. Fair Work Commission rules and processes because of the high quantity and low integrity of AI generated claims of unfair dismissal and general protections and their impact on efficiency of FWC operations.  
  2. A streamlined and mandatory process for supported bargaining authorisations to be issued following expiry of a previous supported bargaining enterprise agreement.
  3. The high income threshold for access of road transport contracts to the Fair Work Commission’s unfair contract termination claims jurisdiction. 

And there are some new processes being introduced whereby the Fair Work Commission will have the ability to determine claims “on the papers” and to ban vexatious claimants (repeat offenders) from making any claim without the specific approval of a Presidential Member of the Commission.

Plus some of the changes have significant implications for employers and warrant consideration of ways to mitigate any related negative effects. 

Jurisdictional issues

One of the bottlenecks that the Fair Work Commission has noted is when there is a jurisdictional objection to a claim eg on the basis that the applicant isn’t eligible to make a claim and/or it is not within the Commission’s jurisdiction to deal with the application.

This can commonly be about whether the applicant is actually an employee or has sufficient service to qualify as eligible to make a claim or was dismissed on prohibited grounds.  

These jurisdictional questions have had to be dealt with before the application itself is dealt with. This Bill proposes to flip that. 

This change is that the Fair Work Commission would not deal with jurisdictional arguments – an employer would have to prosecute that objection in the Federal Court or the Federal Circuit Court and that is expensive.

Another effect is that the applicant is essentially guaranteed a hearing either on the papers or at conciliation by virtue of the fact that they made the application and regardless of their actual eligibility to do so. 

Decisions “on the papers”

The Bill provides for a new power for the Fair Work Commission to determine matters on the papers provided that it is satisfied that the matter is one that can be adequately determined in the absence of the parties and both parties agree to “on the papers ” determination,

Applications re unfair dismissal (employees), unfair termination (road transport contractors) and unfair deactivation (gig workers) are all in the mix here but we could see this facility extended to other areas of the Fair Work Commission’s work. 

This really does mean that employers need to consider whether their interests are best served by “on the papers” determination or going through conciliation and, if necessary, arbitration processes.

Is it a vexatious claim that should be thrown out “on the papers” or is it something where there is greater risk requiring the opportunity to negotiate a settlement?

It also really does mean that you need to make sure that “the papers” are properly prepared if they are going to be the basis for determination.

Frivolous and vexatious claims

The massive increase in applications, a significant proportion of which have been generated via AI by unrepresented applicants has caused the Fair Work Commission to look at ways to reduce the incidence of these “frivolous and vexatious claims”.

The legislation provides the Commission with a new ability to issue a binding order prohibiting an applicant who has had an application dismissed on the basis that it is frivolous, vexatious or possesses absolutely no reasonable prospect of success from making  similar claims in the future without the express and prior permission of a Presidential member of the Commission to do so.

Separately, the Fair Work Commission has made significant changes to application requirements specifically to minimise the impact of AI on claim numbers and to help to identify and dismiss frivolous and vexatious claims.  

Multi-employer bargaining

The Fair Work Commission can issue supported bargaining authorisations designed to enable multiple employers within a low paid industry to be drawn into a collective bargaining process by a union.

This Bill includes a mandate for the Fair Work Commission to issue a new supported bargaining authorisation to negotiate a new enterprise agreement for a workforce that was previously covered by a supported bargaining enterprise agreement.

That will happen if the application is made no earlier than three months prior and no later than two years after the nominal expiry date of the prior agreement and the new process features the same or substantially the same employer and employee cohorts as was the case with the prior agreement.

This makes it more difficult for an individual employer to cut themselves free from a cyclical multi-employer agreement process on an ongoing basis.

Access for regulated road transport contractors

Under the Closing Loopholes suite of legislative changes, road transport contractors were granted access to the Fair Work Commission for claims of unfair termination or deactivation of contracts, provided that their remuneration was less than the High Income Threshold which, at the time of writing, was $183,100 (moving to $190,100 from 1 July 2026).

This is the same as the threshold set for eligibility to make unfair dismissal claims by employees.

There has been a realisation that road transport contractors incur a lot of costs in generating their income that employees do not. As a result, the High Income Threshold for road transport contractors needs to be determined differently.

The Bill doesn’t state what that will look like but perhaps some guidance might be taken from the Victorian Owner Drivers and Forestry Contractors Act 2005 and how that is applied in practice. You can find a wide range of resources on the Business Victoria website including costs schedule for different categories of vehicles that are updated annually.

What’s that all mean for you?

Our key takeaways:

  • We don’t expect that the Government will have any difficulty in getting the legislation passed so, if any of these issues resonate for your business, start addressing them.
  • If you don’t have one, find an experienced workplace relations advisor who can help you to get the processes right pre-termination and post-termination to minimise exposures in unfair dismissal and general protections complaints.
  • If you receive a frivolous or vexatious claim or one that you think doesn’t qualify, don’t bother trying to run a jurisdictional argument – try to get it dismissed or settled either on the papers or in conciliation.
  • If you are in a designated low paid industry, explore the option of having your own enterprise agreement which would protect you from being dragged into a supported bargaining authorisation and multi-employer agreement.
  • If you utilise road transport contractors in your supply chain, review your contracts for rates and terms including termination provisions to identify any potential risks from the expanded Fair Work Commission coverage that will be coming. You might also visit Business Victoria and check out their resources for owner drivers.

And, if you need a hand, just reach out – call 0438 533 311 or fill out the “Tell us what you need help with” form below.

 

CONTACT US

Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

PARTNER LINKS

TELL US WHAT YOU NEED HELP WITH

Our HR Triage Service

Our HR Triage Service

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Our HR Triage Service

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Do you need assistance with an HR issue but don’t know where to go? Should you go to the Fair Work Ombudsman or to an employment lawyer or a workplace health and safety specialist or a HR consultancy? Need someone to help you find the right option for your business and your circumstances? That’s where our HR Triage Service comes in. 

What’s the problem?

We have been helping organisations of all sizes and industries with HR matters for 26 years and there are a few key lessons that we have learned along the way:

  1. Employment and safety law and modern awards and related employer obligations and exposures get more complex and harder to manage every year.
  2. That’s just gone up a notch with the introduction of positive duties in relation to psychosocial hazards and sexual harassment and gender-based behaviour plus the emergence of hybrid working in recent years.
  3. Similarly, areas which in the past might have been seen as specific to WHS or to HR or to zones like equal opportunity are now crossing multiple jurisdictions requiring multi-faceted and integrated management.
  4. And, of course, people have an amazing capacity to give us surprises and new challenges to address which is added to by the creative capacity that AI brings to the conversation.
  5. Plus there are all of the challenges that people have today in a less secure world with political upheaval, global tensions, mental health and financial stress adding to the mix.

And we know that the pace of change just gets faster and faster.

All of that gives rise to a difficult question for SMBs: “Where do I go to access the support that I need for the particular issue that I have in such a complicated landscape?” 

Trying to answer that question can be very costly in time, money and worry.

How can we best help?

Over the past year, we have undertaken a review of how we operate in helping our clients with the full range of HR needs (PEOPLE BUSINESS) as well as continuing to develop and deliver value through our PosWork suite of positive psychology based interventions and our new multi-media communications arm, Flashtales Creative.

With that review came the realisation that we have over many years developed a robust network of generalist and specialist service providers across the full spectrum of HR, WHS and related services – lawyers, consultants, mediators, injury management services and more.

One of the strengths that we have is our ability to diagnose the problem and identify the intervention options for the particular enquiry.

So, rather than try to be the everything HR service ourselves, it makes more sense for us to leverage our network and our diagnostic abilities to provide clients with the right service and connection. 

What’s in it for you?

You don’t have to waste your time and money searching for a solution to a need that you probably don’t fully understand yourself.

And you can rest easier knowing you can “phone a friend” to do that for you – call 0438 533 311 or fill out the “Tell us what you need help with” form below.

 

CONTACT US

Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

PARTNER LINKS

TELL US WHAT YOU NEED HELP WITH

How coherent is your connection

How coherent is your connection

Latest News & Events

How coherent is your connection

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With the advent of the positive duty to eliminate or reduce psychosocial hazards, an area that has been getting a lot of attention in both Fair Work and Workplace Health and Safety jurisdictions is that of organisational practices on consultation about workplace change and its effects on workers. So what are the obligations, the risks and the practices, good and bad? 

The duty to consult

Organisations have had duties to properly consult workers about the introduction of changes under workplace health and safety laws for decades. The same can be said for consultation provisions under modern awards and enterprise agreements in relation to the introduction of changes that affect workers, their jobs and their hours of work. They have been around for a long time.

So why all of a sudden are these provisions in the spotlight? 

One is that these duties to consult are now overlapping through the introduction of the positive duty to eliminate or reduce risks from psychosocial hazards. Hazards like poor organisational justice, poor support, low job control and lack of role clarity can all come into play in a poorly designed or executed change management process. In turn, that can lead to disputes in the Fair Work Commission and Workplace Health and Safety Regulator interventions on psychological safety grounds. 

Another has been the heightened attention that the Fair Work Commission is paying to the genuineness of consultation in enterprise bargaining processes and the flaws that it is finding that  cause an agreement not to be approved on procedural fairness grounds.

That has triggered considerations of exactly what good consultation practice actually looks like and organisations have been found wanting.

 Our 4C model of coherence

Why use the term “coherence”?

Because it  refers to the state of being logically connected, consistent and easily understood. It describes a situation where different parts fit together to form a unified, sensible whole.

When people complain about communications or change management, it is most often a lack of coherence that they are pointing to eg it wasn’t logical or didn’t make sense to them, it wasn’t consistent or uniform in messaging, it wasn’t easily understood.

Often, the reason is that the organisation is just trying to comply with a duty to consult and/or it is trying to manage a real or perceived risk. That mindset influences both the objectives of the process and the language used in it and those factors can compromise coherence and acceptance.

That then led to the question: “How do we show people how to optimise the effectiveness of change management by building coherence into consultation and communication processes?”

The 4Cs

The 4C Model essentially sets out a hierarchy of coherence in consultation and communication processes.

The 4Cs are:

C1: Communication: the base level is where we just tell people that something is happening. It is simply a management direction and doesn’t even satisfy award or statutory obligations in relation to consultation requirements. That makes the level of coherence very low.

C2: Consultation: this is the compliance level; where affected workers are advised about proposed changes and are given the opportunity to consider them, to ask questions and to make representations in relation to the proposed changes and related matters such as how the effects might be mitigated. Results can be dependent on how well explained the changes are and how logical and substantial and real the case for the proposed changes are. If these are not done well (as is often the case), the level of coherence will be low.

C3: Cooperation: this is where consultation and communications are undertaken in accordance with statutory or award compliance but there is also a positive business culture which is centred on transparency and trust. Because workers have confidence in management, they are more likely to accept the validity of changes proposed and to cooperate with management in implementing them. The level of coherence is moderate.

C4: Collaboration: this is the best practice level where management and workers go through a collaborative process of talking about needs for change, working together on solutions, co-designing the change program and co-owning implementation.  Employees are part of the whole process from the first question through to the solution and ongoing management and review so the level of coherence is high.

Where do you your change management practices fit on this scale? 

How this interacts with positive duties

In Victoria, there are two standards published by government agencies that are relevant, namely:

The former is the compliance instrument – what the regulator requires Persons Conducting a Business or Undertaking to be doing to eliminate or reduce risks from psychosocial hazards. It spells out the fundamental compliance obligations including the consultation obligations and suggests ways to satisfy them. It is a good starting point consistent with Level C2 to C3 of our 4C model.

The Victorian Mentally Healthy Workplaces Framework was developed as a best practice guide by the Victorian Government in response to recommendations that came out of the Royal Commission into Victoria’s Mental Health System as per the final report tabled in 2021. It advocates a collaborative approach of co-design and a number of other features consistent with level C4 of our 4C model. 

Many other components in the framework are highly consistent with our recommended processes for building BETTER workplaces in our PosWork suite of services.

The advantages of adopting the Victorian Mentally Healthy Workplaces Framework as the instrument to guide you in the exercise of the positive duty is that it deals with some of the root causes of risks from psychosocial hazards. It enables this through the redesign of the psychology of the workplace to build psychological safety through positive leadership and collaboration (rather than purely addressing positive duties through a risk management/compliance focus).

How we can help

Whether you need support in undertaking your own psychosocial hazard assessment to identify your strengths and areas for development or you aspire to be a great employer constant with the Victorian Mentally healthy Workplaces Framework, we can help with:

  • Tailored workshops and education programs for Boards, leadership groups and workplace improvement teams or safety/consultative  committees
  • Independent assessment of the business status re psychosocial assets and hazards and provision of independent reports for creation of psychosocial hazard control and business improvement plans
  • Establishment, onboarding and facilitation of representative Workplace Improvement Teams to partner with employees in code sign and ongoing management of the workplace improvement agenda
  • Creation of engaging communications using multimedia with our Flashtales Creative affiliate
  • Coaching HR and WHS professionals in addressing the psychosocial hazard agenda with a positive and creative and inclusive mindset for optimal engagement and results 
  • Customised programs based on your particular support needs

Idk you would like to explore ways that we can be of assistance, just fill out the “tell us what you need help with” form below and we’ll give you a call to talk about it.

 

CONTACT US

Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

PARTNER LINKS

TELL US WHAT YOU NEED HELP WITH

Beyond Compliance: The Construction Culture Standard

Beyond Compliance: The Construction Culture Standard

Latest News & Events

Beyond Compliance: The Construction Culture Standard

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A few years ago a Construction Industry Culture Taskforce was established via a collaboration between the Australian Constructors Association and the NSW and Victorian Governments with the help of a few academic experts. That has led to the creation of a Culture Standard for the industry with the aim of improving the character of the industry relative to mental health, gender equality and life balance 

Background

As the construction industry faces mounting pressure to deliver critical infrastructure, it has reached a crossroads. Issues like chronic overwork, high suicide rates, and a severe lack of diversity are no longer just “part of the job” – they are systemic risks costing the Australian economy approximately $8 billion annually.

That’s why the Construction Industry Culture Taskforce (the CICT) was formed – to look at what the key barriers are that need to be overcome to create a better industry culture and to devise ways to overcome these barriers.

That work undertaken by the CICT has led to the release of the 2025 Culture Standard for the Construction Industry. This framework is designed to move the industry from “whispering” about health to making it a core pillar of project success.

 What is the Culture Standard?

The Culture Standard is a procurement-based framework that establishes clear requirements for how construction projects should be managed to prioritise people. It is built upon three interrelated pillars:

  • Wellbeing: Prioritising mental health through stigma-free support programs and schedules that manage workload pressures. 

  • Time for Life: Ensuring workers have adequate rest by targeting a 5-day work week (5 days in 7), capping hours at 50–55 per week, and providing consecutive days off 

  • Inclusion & Diversity: Creating workplaces free from offensive material, providing proper amenities, and setting transparent targets to increase female participation and close gender pay gaps.

Why was it developed?

The industry’s current performance in these areas is among the poorest in Australia. Key drivers for the Standard include:

  • The Wellbeing Crisis: Construction workers face suicide rates double the national average, with 75% reporting high stress.

  • The Diversity Gap: As the most male-dominated industry in the country, construction is missing out on a massive talent pool during an acute labor shortage.

  • The Productivity Myth: Research from CICT pilot projects proved that reducing hours does not harm productivity; instead, a rested workforce is safer and more efficient.

How will it be used?

The CICT’s goal is for the Standard to become a mandatory part of public sector procurement and the Australian Constructors Association has been lobbying governments to adopt it for that purpose. This would mean that:

  • Clients (government agencies) would prioritise the Standard in requests for tenders.
  • Contractors would need to demonstrate exactly how they will meet the Standard’s requirements as part of their bid.
  • Compliance would be monitored throughout the project life cycle, from delivery to handover.

How to implement the Culture Standard

Successful implementation requires a shift in how projects are planned and led:

  • Project Scheduling: Instead of 6- or 7-day site operations being the default for workers, schedules must be built around a 5-in-7 model with “healthy programming” that allows for recovery.

  • Flexibility Plans: Each project must develop and promote a specific “Project Flexibility Plan” to support workers with personal and family commitments.

  • Leadership Commitment: Leaders must move beyond “safety banter” and proactively advocate for the Standard, ensuring mental health first aiders are available and that gender-biased hiring is eliminated.

How this interacts with positive duties

In recent years, new positive duties have been legislated federally and by each State and Territory to eliminate or reduce risks from psychosocial hazards. Many of these hazards relate directly to the three pillars in the standard (wellbeing, time for life and inclusion and diversity).

A positive duty to prevent sexual harassment and gender-based behaviour and related victimisation and workplace environmental factors is also in place under both federal land State legislation.

So there are already multiple statutory duties on employers and others to address the issues that the Culture Standard has been developed to fix.

Other related duties

In addition to those positive duties, organisations with 100 or more employees have to lodge annual returns on Gender Equality/Pay Gaps with the Workplace Gender Equality Agency and this year, organisations with 500 or more employees have to provide plans detailing targets and action plans for improvement against these targets.

The WGEA publishes information on every respondents’ pay gap each year.

Our thoughts

We have been providing HR service to construction businesses for over 25 years and we are well aware of the challenges that the industry has in each of the 3 pillars in the Culture Standard.

We believe that the right approach to addressing the positive duties to eliminate or reduce risks from psychosocial hazards and to prevent sexual harassment and gender-based behaviour will go a long way towards addressing the matters contained in the Culture Standard.

Mostly, it requires a fundamental change in the way that industry stakeholders think and act. That starts with government and major (head) contractors in how they design work and engage others (eg sub-contractors and other service providers). Educating them and creating a psychologically safe environment for them to engage in the conversation and be part of the solution is critical.

How we can help

Ridgeline HR has been helping organisations including many construction businesses with compliance and cultural matters since 2000.

We have a strong record of working effectively with Government and with industry associations as well as in conducting compliance and cultural assessments of client organisations.

We can help you to design and implement an integrated cultural change program that will address your obligations as set out above and will help you to demonstrate that your organisation meets the Culture Standard. 

Our Practice Leader, Peter Maguire, is available to facilitate discussions with your management group or your Safety or Consultative Committee to work through these questions and tailor the right approach for your business and your people.  If you would like to know more about this, please let us know via the Contact Form below.

 

CONTACT US

Ridgeline Human Resources Pty Ltd
ABN : 24 091 644 094

enquiries@ridgelinehr.com.au

0438 533 311

PARTNER LINKS

TELL US WHAT YOU NEED HELP WITH