The New Safety Landscape: Market Conditions & Salary Trends for HSE in 2026

Through my conversations with Safety leaders and executives across NSW and broader Australia, it’s clear that while the demand for high-calibre talent remains, the nature of that demand has evolved. Organisations are no longer just looking for ‘safety hands’; they need commercial partners who can navigate complex legislative waters while operating within tighter budgets. 

Based on our recent data and market interactions, here are six key trends currently shaping HSE in Australia. 

1. Leaner Teams, Broader Roles 

The era of hyper-specialised safety silos is fading. As economic pressures mount, we are seeing a consolidation of headcount. Organisations are merging distinct functions – most notably Safety and Risk – into singular, streamlined portfolios. 

This has driven a surge in demand for the ‘strategic generalist.’ Hiring managers are seeking agile professionals who can pivot between high-level strategy and ‘boots on the ground’ operational support. The expectation is to do more with less; the ability to wear multiple hats is no longer a ‘nice to have,’ but a core requirement for employability in the current market. 

2. Psychosocial Hazards: The New Critical Competency 

Psychosocial safety has moved rapidly from a buzzword to a boardroom priority. With the introduction of robust regulations across Australia, managing psychosocial hazards is now a compliance non-negotiable. 

The rapid shift has led to a significant capability gap. We are seeing a surge in mental health, bullying, and harassment cases, and many traditional WHS teams are struggling to keep up. Companies are urgently seeking professionals who possess genuine capability in this space; not just awareness, but the technical ability to risk-assess psychosocial hazards and implement effective controls 

3. Legislative Pressure and Scrutiny 

The regulatory temperature is rising. The introduction and enforcement of Industrial Manslaughter laws in various states, coupled with stronger Due Diligence obligations for Officers, has sharpened the focus of Executives and Boards. 

High-risk sectors like construction, manufacturing, and transport are under intense scrutiny. Consequently, we’re seeing a premium placed on candidates who not only have deep compliance, audit, and regulatory management skills, but who can communicate and educate the wider business and relate to employees at all levels. Organisations want assurance; they need safety leaders who can bulletproof their governance structures and ensure they are audit-ready at all times. 

4. Salaries Stabilising and the ‘Office’ Debate 

Between 2021 and 2023, we saw unprecedented salary inflation in the safety sector. That curve has flattened. Pay increases are cooling as the market resets to more sustainable, realistic levels. 

A key point of friction remains increasing ‘Return to Office’ mandates. While candidates continue to push back on full-time office roles, the reality of our profession is asserting itself: safety cannot be effectively led from a home office 100% of the time. There is a growing consensus among employers that safety leaders need to be visible, accessible, and physically present to drive culture and influence behaviour. The most successful candidates are those who find a pragmatic balance rather than holding out for fully or majority remote terms. 

5. Data & Systems Capability Expected 

The days of the monthly safety report being a simple table of LTIs are over. Executives are demanding insights, not just data dumps. 

Boards want WHS leaders who understand the business, not just the regulations. They expect safety strategies to be backed by data that reveals trends, predicts risks, and informs commercial decision-making. Proficiency with safety systems and the ability to translate raw data into a compelling business narrative is fast becoming a differentiator for senior appointments. 

6. Retention Challenges 

Finally, retention remains a critical issue, though the drivers have changed. Many WHS teams are currently stretched thin, carrying heavy loads due to the "leaner teams" trend mentioned earlier. 

Professionals are leaving environments where they feel unsupported or where safety is treated as a tick-box exercise. High-quality candidates are rigorously vetting potential employers during the interview process, prioritising leadership commitment and adequate resourcing over salary alone. They want to know: “Will I have the resources to actually make a difference?” 

The Way Forward 

For hiring managers, the message is clear: to attract top talent, you must offer a role with genuine influence and clear support. For candidates,  the focus must be on broadening your commercial acumen and technical capability, particularly in psychosocial risk and data literacy. 

The market is tougher, but for those who adapt, the opportunities to shape the future of Australian safety are significant.