Live entertainment is exhilarating but also demanding. Behind the spotlight, crews and performers often face long hours, irregular schedules, constant travel, and public pressure. These conditions create psychosocial hazards, which are now formally recognised as workplace risks under Australian and New Zealand work health and safety law. Understanding these risks, and knowing how to manage them, is essential for sustaining a safe, productive, and resilient workforce in the entertainment sector.

What Are Psychosocial Hazards

Psychosocial hazards are factors in the design or management of work that increase the risk of stress, burnout, and mental health harm. Unlike physical hazards such as electrical equipment or heavy lifting, psychosocial risks are often less visible but equally damaging.

Examples include:

• Excessive workloads and unrealistic deadlines

• Long shifts, night work, and travel-related fatigue

• Bullying, harassment, or discrimination

• Poor role clarity or lack of control over work

• Exposure to traumatic events, such as accidents on set

• Job insecurity or financial instability

Safe Work Australia defines psychosocial hazards as a core workplace responsibility. Employers are required to identify, assess, and control them in the same way as any other hazard.

Why the Entertainment Industry Is Vulnerable

The entertainment industry has unique characteristics that make psychosocial risks more likely:

• Extended hours and irregular schedules – rehearsals, late-night performances, and long tours disrupt rest cycles.

• Constant travel – artists and crew move frequently, creating instability and disconnection from family and community.

• High performance pressure – the expectation to deliver flawless shows can amplify stress.

• Public scrutiny – exposure to media and online commentary can impact mental health.

• Casualised workforce – many workers are contractors without stable conditions or benefits.

Without proactive management, these factors can lead to burnout, anxiety, depression, and increased safety incidents.

Legal and Regulatory Framework

In Australia, the Work Health and Safety Act 2011 and supporting regulations set out the duty to manage psychosocial hazards. Safe Work Australia’s Managing Psychosocial Hazards at Work Code of Practice provides practical steps for compliance.

Internationally, standards such as ISO 45003 (Occupational health and safety management – Psychological health and safety at work) give additional guidance. These frameworks establish that psychosocial risks are not optional considerations but enforceable responsibilities.

Identifying Psychosocial Hazards

Identification should be part of the standard risk assessment process. Practical methods include:

• Consultation – talking with crew, artists, and contractors about their experiences.

• Surveys and questionnaires – structured tools to measure stress, workload, and job satisfaction.

• Incident reports – reviewing records of fatigue, errors, or interpersonal conflict.

• Observation – monitoring work schedules, behaviours, and team interactions.

Early recognition allows for timely intervention and reduces long-term harm.

Controlling and Managing Risks

Controls should align with the hierarchy of risk management, adapted for psychosocial hazards:

• Elimination – redesigning rosters to remove excessive hours.

• Substitution – replacing high-pressure processes with more sustainable approaches.

• Engineering controls – creating rest spaces or quiet rooms at venues.

• Administrative controls – clear policies on bullying, harassment, and workload distribution.

• Support systems – access to counselling, employee assistance programs, and peer support networks.

Leadership plays a critical role. Managers who set realistic expectations, communicate clearly, and model healthy behaviours create safer workplaces.

Role of Wellbeing Programs

Structured wellbeing programs provide additional support. Initiatives such as mental health training, resilience workshops, and confidential counselling services help reduce stigma and encourage help-seeking.

Partnerships with mental health organisations also provide resources tailored to entertainment workers, who may not fit into traditional corporate models of workplace health.

Case Examples

• Touring crew fatigue – A production introduced mandatory rest breaks and limits on overnight driving. Fatigue-related incidents declined significantly.

• Bullying in rehearsal spaces – Implementation of a zero-tolerance policy with clear reporting procedures improved workplace culture and reduced turnover.

These examples show that practical changes, supported by policy, can make a measurable difference.

Resources and Further Reading

• Safe Work Australia – Managing Psychosocial Hazards at Work Code of Practice

• ISO 45003 Guidelines

• Beyond Blue – Workplace Mental Health

• Black Dog Institute – Mentally Healthy Workplaces

Psychosocial hazards are real, measurable risks in the entertainment industry. They can affect health, safety, and performance just as much as physical dangers. By identifying risks early, implementing practical controls, and supporting mental wellbeing, organisers can protect their teams and create sustainable working conditions.

For more information about Hemisphere’s work in managing psychosocial risks, visit our Safety Services page.