What is aggression or violence?

Defining aggression or violence

Aggression or violence means incidents in which a person is:

• abused
• threatened
• assaulted

in circumstances relating to their work.

Examples of aggressive or violent behaviours that can create a risk to health and safety include:

• verbal or physical assault
• being bitten, spat at, scratched or kicked
• banging, kicking, throwing or hitting objects
• being threatened with or without a weapon
• verbal abuse through phone or online client interactions
• online abuse or threats, including on social media.

Aggressive or violent behaviour can:

• be a single incident
• happen more than once and have cumulative impacts
• escalate in severity over time
• be directed at an individual or group
• occur frequently in some workplaces; for example, prisons and psychiatric facilities, schools, healthcare.

Aggression or violence can cause physical or psychological harm, or both.

Indirect exposure to aggression or violence can also increase the risk of harm. Indirect exposure means it is not directed at a person. For example, seeing or hearing about incidents of aggression or violence.

Where exposure to aggression or violence is repeated, the risk of psychological harm can compound over time.

Aggression or violence in the working environment

Aggression or violence can occur across various workplace settings, such as:

• in the workplace, which is wherever an employee works for the employer
• where an employee is working remotely, including if the person’s workplace is:
  • the employee’s home
  • another person’s home; for example, during home visits or outreach work
  • online
• at work-related activities or events
• at work-provided accommodation for FIFO (fly-in fly-out) or DIDO (drive-in drive-out) work.

Aggression or violence in the workplace may be perpetrated by a range of sources, such as:

• colleagues
• managers
• contractors
• site visitors
• clients
• customers
• patients
• students
• individuals in custodial settings
• members of the public.

The 2024 Safe Work Australia data report Psychological health and safety in the workplace reported that:

• Over the last 5 years, there has been a 56% increase in the number of serious workers compensation claims relating to assault and exposure to workplace violence.
• There has been a 73% increase in workplace physical violence claims made by women over the last 10 years. This compares to a 33% increase in claims from men.
• When it comes to specific behaviours, the highest number of reports related to:
  • angry or hostile behaviour
  • shouting and swearing
  • intimidation and insults.

Higher risk industries

Aggression or violence can occur in any industry. It is most common when people work with the public or external clients.

Some industries experience more incidents of aggression or violence. These include the following.

• Health care and social assistance. For example:
  • nurses and midwives
  • doctors
  • paramedics
  • allied health workers
  • child protection workers
  • aged care and disability residential and home carers.
• Sex industry. For example:
  • sex workers.
• Public administration and safety. For example:
  • police
  • protective service officers
  • security officers
  • prison guards
  • social workers and welfare support workers
  • legal officers, lawyers and legal aid workers.
• Retail, customer service and hospitality. For example:
  • customer service attendants and call centre employees
  • pharmacist and pharmacy assistants
  • hospitality workers
  • bank tellers.
• Education and training. For example:
  • teachers
  • principals and school leadership
  • education support staff
  • school administration staff.
• Transport and logistics. For example:
  • bus and taxi drivers
  • couriers
  • cabin crew.

Workplace risk factors

Employers have an obligation to provide and maintain a safe working environment. They should consider how their workplace characteristics may increase the risk of aggression or violence. These can include any factor or factors in any of the following:

• Work design: the equipment, content and organisation of an employee’s:
  • work tasks
  • activities
  • relationships
  • responsibilities.
• Systems of work: the way work is planned, organised and done.
• Management of work: responsibility for, and control of, operational decisions.
• Carrying out of the work: how, when and where a task is done, including:
  • the requirements of the work
  • the location of the work
  • the working environment
  • work that directly or indirectly exposes a person to traumatic events or content.
• Personal or work-related interactions: interactions and behaviours that happen between:
  • employees
  • employees and others.

Specific risk factors that may increase the risk of aggression or violence in the working environment include:

• Working in unpredictable environments with people who have a known history of aggression or violence, or are:
  • upset, afraid, angry or confused
  • ill
  • intoxicated
  • incarcerated.
• Using service methods that may be seen as confusing and can cause frustration. For example:
  • not telling people about wait times and potential delays
  • requiring someone to repeat their story multiple times at different points of contact before resolving their query.
• Working with students who have behaviours of concern, like hitting, spitting, biting or scratching.
• Engaging in enforcement activities. For example, police work, community law enforcement or security.
• Working in situations where it is difficult to call for help in an emergency. This includes when working:
  • alone
  • in an isolated or remote area
  • offsite or in the community.

For example, home visits, outreach work, driving passenger transport vehicles.

• Working in buildings or environments that have not been developed using safe design principles.
• Having low numbers of employees on site.
• Working at night or outside business hours.
• Working face to face with customers.
• Working in roles that involve handling cash, drugs or valuables.
• Adopting a policy of ‘The customer is always right’.

How does aggression or violence affect people?

Aggression or violence can cause physical or psychological harm, or both, to:

• the person it is directed at
• anyone witnessing or experiencing the behaviour indirectly.

This can lead to significant social and economic costs for:

• the affected employee
• other employees
• employers
• others in the workplace; for example, other patients, visitors
• the wider community.

Impact on the affected employee

If an employee is exposed (directly or indirectly) to aggression or violence in their working environment, they may experience a negative psychological response that creates a risk to their health and safety. This may lead to a risk of psychological or physical harm, or both.

There are also additional risks of physical harm associated with physical violence. Harm includes injury, illness and death.

Individuals respond to psychosocial hazards differently. Employers should be aware of the warning signs showing that an employee may be at risk of harm. A negative psychological response may indicate or lead to a psychological or physical injury or illness, or both.

Examples of negative psychological responses include:

• feeling anxious
• irritability
• anger
• change in perception
• negative thinking patterns
• inability to fall or stay asleep due to overactive thoughts
• thoughts of self-harm or suicide.

Psychological injuries from exposure to aggression or violence can include:

• depression
• anxiety
• acute stress disorder
• post-traumatic stress disorder (PTSD).

Physical injuries from exposure to aggression or violence can include:

• physical injuries associated with physical violence/assault
• cardiovascular disease, heart attack, stroke
• musculoskeletal disorders, such as sprains, strains, soft tissue injuries and chronic pain.

Impacts on the employer and workplace

Aggression or violence also has implications for the employer and working environment. Some examples include:

• high turnover and poor staff retention, leading to higher recruitment costs
• reduced morale and productivity
• increased absenteeism
• reputational damage.