Alberta Workplace Harassment Policy: A Plain-English Employer Guide for 2026

Learn Alberta workplace harassment and violence prevention plan duties, investigations, training and reviews. Download the free Alberta template.

Overview

Alberta employers should not treat workplace harassment as only a conduct or human-resources problem. Alberta occupational health and safety law treats both violence and harassment as workplace hazards. The employer must identify the hazards, involve the appropriate workplace participants, develop and implement a violence and harassment prevention plan, train workers, investigate incidents and keep the system current.

The important Alberta change is structural. Since the updated Part 27 of the Occupational Health and Safety Code took effect on March 31, 2025, the law has required one combined violence and harassment prevention plan. Employers should therefore avoid relying on an old stand-alone harassment policy that is disconnected from hazard assessment, violence prevention, emergency response and worker training.

This guide explains the current Alberta requirements in plain English. It is built around Canada Policy Manual's detailed Alberta template and is intended to help an employer turn a document into a working prevention system.

Ready to put the Alberta plan into practice?

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Quick answer: what must an Alberta employer do?

Every Alberta employer covered by the provincial occupational health and safety regime must develop and implement a violence and harassment prevention plan. The employer must treat violence and harassment as hazards in its hazard-assessment and control process.

In practical terms, the employer needs to:

This article provides general legal information and drafting guidance. It is not legal advice and cannot determine the correct jurisdiction, sector rules, collective-agreement obligations, privacy requirements or response to a particular incident.

What Alberta law means by harassment

The definition comes from Alberta's Occupational Health and Safety Act. In simplified language, harassment includes a single incident or repeated incidents of objectionable or unwelcome conduct, comments, bullying or actions by a person when that person knows or ought reasonably to know the behaviour will or would cause offence or humiliation to a worker, or adversely affects the worker's health and safety.

The definition includes:

The law excludes reasonable conduct by an employer or supervisor relating to management of workers or a work site. That exclusion is important, but it is not permission to manage abusively.

One serious incident can qualify

Unlike definitions that are built mainly around a “course” or pattern of conduct, Alberta's definition expressly includes a single incident or repeated incidents. Employers should not reject a report simply because it describes only one event.

The whole legal test still matters. A minor disagreement will not automatically become statutory harassment. But one serious humiliation, sexual advance, discriminatory act or bullying incident may be enough when the statutory elements are met. A single threat or assault may also engage the violence provisions.

Intent is not decisive

An alleged harasser may say the words were meant as humour or that no offence was intended. That does not end the analysis. The test also asks what the person ought reasonably to have known and whether the behaviour caused or would cause offence or humiliation, or adversely affected health and safety.

The investigator should examine the words or actions, the relationship, the setting, prior interactions, power differences, the audience, any digital record and the effect on the worker. A worker's nervous laughter or delayed report does not necessarily mean the conduct was welcome.

Harassment can come from third parties

Customers, patients, clients, students, suppliers, contractors, visitors and members of the public can create workplace harassment or violence hazards. An employer cannot limit its prevention plan to employee-against-employee conduct.

The controls will vary. A public-facing workplace may need service-withdrawal rules, security escalation, barriers, staffing changes, signage, trespass procedures, client-behaviour clauses or a method for flagging repeat risks. The employer should not assume that training workers to “handle difficult customers” is enough when the hazard can be eliminated or controlled through better work design.

Digital conduct can still be a workplace hazard

Alberta's statutory definition is tied to the worker and work site, but modern work-site risks can arise through email, messaging platforms, video meetings, shared systems and work-connected social media. The employer should assess the connection to work rather than dismissing a report because the message was sent from a personal device or outside normal hours.

A strong plan explains how to preserve messages, screenshots and platform data; how to report urgent digital threats; and how the employer will distinguish work-connected conduct from a purely private dispute.

What Alberta law means by workplace violence

Violence means threatened, attempted or actual conduct of a person that causes or is likely to cause physical or psychological injury or harm. The definition includes domestic violence and sexual violence.

That means the response system must be able to handle more than rude or offensive behaviour. Threats, assault, stalking, coercive conduct, sexual violence and intimate-partner risk may require immediate safety controls, emergency services, medical support, scene or evidence protection and statutory reporting.

Harassment and violence can overlap. A series of humiliating messages may escalate into threats. Sexual harassment may involve unwanted touching or sexual violence. Stalking by a former partner may enter a work site. The employer should triage safety first and decide the appropriate legal and investigation routes after immediate risk is controlled.

Alberta requires a combined prevention plan

OHS Code section 390 requires the employer to develop and implement a violence and harassment prevention plan. Calling the document a “workplace harassment policy” may be useful for search and communication, but the operating document should satisfy the Alberta prevention-plan requirements.

The plan must include:

A short zero-tolerance statement does not do this work. It may express the employer's commitment, but it does not replace the hazard controls, reporting routes, investigation procedures and training system required by Part 27.

Alberta requirements, step by step

1. Complete a real hazard assessment

Violence and harassment must be addressed through the employer's hazard-assessment process. The assessment should examine the actual jobs, work sites, schedules, public interactions, digital systems and history of incidents.

Useful information can include anonymized incident themes, worker input, inspections, security records, absence and turnover patterns, exit information, lone-work arrangements, customer aggression, disciplinary or organizational changes and experience in comparable workplaces.

The assessment should consider at least:

Do not reduce the assessment to a generic checklist. Record the hazard, who may be exposed, existing controls, evidence about whether those controls work, residual risk, additional action, responsible owner and completion date.

2. Involve the correct workplace participants

Hazard assessment and the development, implementation and review of the plan require worker-side involvement.

The employer must consult the joint health and safety committee if there is one. If there is no committee but there is a health and safety representative, the employer consults the representative. If neither exists, the employer consults affected workers as far as reasonably practicable.

Consultation should happen early enough to influence the result. Preserve agendas, drafts, comments, recommendations, responses and final decisions. The process should protect personal information: worker representatives generally need hazard and system information, not unnecessary identities from confidential case files.

3. Eliminate hazards or implement effective controls

The employer should first ask whether a hazard can be removed. If elimination is not reasonably practicable, the employer must control it.

Depending on the work, controls may include:

Policies and training are administrative controls. They can be essential, but they should not be used as the only response when a physical, staffing, scheduling, access or work-design control is reasonably available.

4. Establish practical reporting routes

The plan must explain how workers report violence or harassment. A good procedure accepts oral and written reports, accessible formats, witness reports and disclosures made through a representative.

The plan should name:

Although Alberta's Part 27 wording does not use Ontario's exact alternate-route formula, an alternate route is a strong and often essential control. A procedure is not credible if an employee must report the owner to the owner or must complain about a supervisor through that supervisor.

A form can help organize dates, words, witnesses, records and safety needs. It should not become a barrier. Managers who observe or learn about possible violence or harassment must activate the appropriate response rather than waiting for a signed complaint.

5. Triage safety and support immediately

When a report arrives, the first questions are not “Who is right?” and “Can this be mediated?” The first questions concern immediate danger, injury, adverse symptoms, violence, reprisal, evidence loss, accommodation and conflicts.

Possible interim controls include no-contact instructions, reporting-line changes, schedule or location adjustments, remote work, security measures, temporary reassignment or paid leave. Interim action is not a finding of misconduct. It should be proportionate, documented, reviewed and designed to avoid unnecessarily burdening the reporting worker.

Under OHS Code section 391.2, when a worker reports an injury or adverse symptom resulting from workplace violence or harassment, the employer must advise the worker to consult a health professional of the worker's choice for treatment or referral. Related treatment during regular working hours is addressed by section 392.

Support should not depend on the final investigation finding. An EAP, medical referral, accommodation, culturally appropriate service or community support can be offered while the facts remain under review.

6. Investigate every incident and complaint

Alberta's official guidance states that employers must investigate any incident of harassment or violence and prepare an investigation report outlining the circumstances and corrective action taken to prevent recurrence.

The responsible work-site party needs to be identified correctly. OHS Code section 391.1 imports specified investigation and reporting duties from the OHS Act. At a work site with a prime contractor, the prime contractor performs the imported duties. Where there is no prime contractor, the employer performs them. Multi-employer sites should settle responsibility and information-sharing before an incident occurs.

A suitable investigation normally includes:

  1. immediate safety and conflict screening;
  2. a clear list of allegations and issues;
  3. an impartial and competent investigator;
  4. notice sufficient for the responding person to answer;
  5. separate interviews with the parties and relevant witnesses;
  6. collection and preservation of relevant records;
  7. a fair chance to address important conflicting evidence;
  8. findings based on the balance of probabilities; and
  9. reasons connecting the evidence to each finding.

An internal investigator may be suitable for a straightforward matter if that person is trained, neutral and has enough authority. An external investigator is often safer when the allegation involves an owner, executive, human-resources leader, serious sexual or discriminatory conduct, violence, complex credibility issues or a reasonable concern about internal independence.

7. Do not invent an Alberta 90-day statutory deadline

Alberta Part 27 does not create a universal 90-calendar-day deadline for every workplace harassment investigation. Employers should not copy Ontario's Minister-approved Code timeline into an Alberta article and describe it as Alberta law.

The investigation should still begin promptly and proceed diligently. The Canada Policy Manual template uses 90 days as an enhanced internal target, with documented reasons and regular updates when complexity, availability, accommodation or parallel proceedings require longer. That target is an administrative commitment, not a statement that Alberta legislation imposes 90 days in every case.

8. Prepare and retain the investigation report

The incident investigation report must outline the circumstances of the incident and the corrective action taken to prevent recurrence. The responsible party must retain it for at least two years after the incident, keep it readily available and provide it to Alberta OHS on request.

The report should be useful rather than ceremonial. It should explain what was investigated, the evidence considered, findings, immediate action and corrective controls. Personal, disciplinary or legally privileged material that is not needed in the statutory incident report may require careful separation and access control.

If the occurrence is also a serious or potentially serious incident that must be reported to Alberta OHS, separate notification, scene, evidence and report-distribution obligations may apply. The harassment process must not delay emergency or statutory reporting.

9. Protect confidentiality without promising secrecy

The prevention plan must address confidentiality. Information about a complaint or incident should be disclosed only when required by law or necessary to investigate, take corrective action, inform involved parties about results or corrective action, or inform workers about a specific or general threat.

The phrase “complete confidentiality” is dangerous because a fair investigation usually requires some disclosure. The responding person needs enough information to answer. Witnesses may need selected context. Safety decision-makers may need risk information. Alberta OHS may request the report.

Promise controlled, need-to-know handling rather than impossible secrecy. Keep case files secure and separate from routine personnel records. Explain that participants may still consult a union, lawyer, health professional, support person, regulator or police.

10. Correct the hazard and monitor the result

The employer's work does not end when the investigator makes a finding. Corrective action may include discipline, coaching, training, work redesign, supervision, security changes, contract controls, removal of third-party access, accommodation or reporting to an authority.

An unsubstantiated complaint does not necessarily mean nothing needs correction. The investigation may reveal unclear reporting routes, unsafe scheduling, poor management practice, weak digital controls, incivility or a hazard that cannot be proven against one person but still requires prevention.

Assign each corrective action to an owner with a deadline. Verify completion and check effectiveness. Monitor for retaliation, renewed conduct and unintended harm from interim measures.

The four Alberta training subjects

OHS Code section 391 requires the employer to ensure workers are trained in:

  1. recognition of violence and harassment;
  2. the employer's violence and harassment prevention plan, including revisions;
  3. the appropriate response to violence and harassment, including procedures for obtaining assistance; and
  4. procedures for reporting, investigating and documenting complaints and incidents.

These are not interchangeable topics. A five-minute reminder to “be respectful” does not explain emergency help, reporting, investigation or documentation.

Supervisors and designated recipients need additional role-specific training. They should know how to receive a disclosure without promising secrecy, preserve evidence, screen immediate risks, identify domestic violence, avoid retaliation, arrange accommodation and transfer the case to an impartial person.

Keep the training materials, dates, attendance, instructor information and a reasonable competency check. Train new workers before foreseeable exposure where practicable and retrain affected workers when the plan changes.

When must the Alberta plan be reviewed?

The employer must review the violence and harassment prevention plan when:

The employer must consult the required workplace participant during the review and revise the plan as necessary.

The three-year rule is a maximum interval, not a reason to ignore a broken reporting inbox or serious incident. Many employers will sensibly perform a shorter annual operational check of contact details, training, open corrective actions and hazard changes while retaining the formal statutory review triggers.

Domestic violence as a work-site hazard

Alberta law expressly includes domestic violence within the definition of violence. OHS Code section 390.3 requires an employer that knows a worker is or is likely to be exposed to domestic violence at a work site to take reasonable precautions to protect the worker and any other person at the work site likely to be affected.

The employer is not expected to investigate a worker's private relationship as though it were a workplace misconduct case. It should respond to work-site risk. Depending on the facts, reasonable precautions may include access restrictions, reception or security alerts, parking or escort arrangements, schedule or contact changes, emergency planning, remote-work safeguards and coordination with the worker.

Share only the information needed to control the threat. Avoid blaming the worker, forcing a disclosure beyond what is necessary or making employment consequences the price of seeking help.

Special rules for fuel and convenience retail

Covered retail fuelling outlets and convenience or limited-general-goods retail operations have additional requirements under sections 392.1 onward. Employers in scope should use the Alberta-specific fuel and convenience-store guidance rather than assuming the general plan is sufficient.

Section 392.2 requires applicable controls that include minimizing readily accessible cash, maintaining good visibility into and out of the work site, limiting public access inside buildings, video monitoring, public-facing surveillance signs and a monitored personal emergency transmitter for each worker working alone.

When the work site is open to the public between 11:00 p.m. and 5:00 a.m., additional requirements include a time-lock safe that a worker cannot open during those hours, limits on high-value items such as cash and lottery tickets, secure storage of remaining high-value items and public signs about the safe and limits.

A worker working alone must wear the prescribed personal emergency transmitter. Retail fuel must generally be paid for before dispensing, subject to the specific Director-approval alternative in section 392.6.

These controls must be included in the employer's prevention plan. They are operational requirements, not optional suggestions for a high-risk store.

A practical Alberta response workflow

Flowchart showing the Alberta workplace violence and harassment process: assess hazards and plan, receive and triage a report, protect people and preserve evidence, investigate and report, correct hazards and inform affected parties, then train and review the plan.
Figure 1. Alberta's prevention system begins before a complaint. It connects hazard assessment and consultation with reporting, immediate protection, investigation, corrective action, training and review.

The sequence is not perfectly linear. Safety assessment, confidentiality, evidence preservation and reprisal monitoring continue throughout the process. A serious incident may also trigger emergency, police, workers' compensation, human-rights, professional or regulatory processes.

Two practical Alberta examples

Example 1: a customer repeatedly targets a retail worker

A regular customer makes sexual comments to a cashier, waits outside at closing time and begins sending messages to the worker's public social-media account. The worker tells a supervisor, who says the customer is “just awkward” and asks the worker to block the account.

This is not only a personality problem. Customer conduct can create harassment and violence hazards. Waiting outside may also raise stalking and safety concerns.

The employer should preserve the messages and available video, assess immediate danger, consider contact restrictions or trespass action, review closing and lone-work arrangements and identify whether police or security support is appropriate. It should investigate the incidents, document corrective action and revisit the hazard assessment. If the work site falls within the special retail provisions, the employer must also confirm that every prescribed control is operating.

Telling the worker to manage the customer alone transfers the hazard instead of controlling it.

Example 2: a senior manager humiliates an employee once

During a meeting, a senior manager uses a discriminatory slur, publicly mocks an employee's disability and orders colleagues not to assist the employee. The manager later says it was a single outburst and therefore cannot be harassment.

That assumption is unsafe in Alberta. The statutory harassment definition can include a single incident. The employer should preserve meeting records, identify witnesses, assess accommodation and retaliation risks, appoint an investigator without a reporting conflict and examine both the conduct and any related protected-ground discrimination.

Even if the employer concludes that part of the manager's instruction involved legitimate work direction, reasonable management does not protect discriminatory humiliation. The employer should examine the decision separately from the method and language used.

Alberta case study: Oliva, Pascoe, and Strong v Gursoy

The Alberta Human Rights Tribunal decision Oliva, Pascoe, and Strong v Gursoy, 2024 AHRC 45, provides a serious real-world illustration of sexual harassment, power imbalance and retaliation.

What the Tribunal considered

Three women brought complaints arising from their employment with a construction-management company. The respondent was the business leader and their supervisor. The Tribunal found repeated and serious gender-based discrimination in the form of sexual harassment.

The conduct described in the official Alberta Human Rights Commission summary included recurrent verbal and physical behaviour. The Tribunal also addressed discrimination based on disability affecting one complainant and retaliation connected to civil actions brought after human-rights complaints were filed.

The corporate employer had entered bankruptcy, and the individual responsible was added as a personal respondent. That procedural history is important. The decision should not be summarized as though an operating corporation alone paid every award.

What was awarded

The Tribunal awarded the first complainant $75,000 in general damages for discrimination, along with lost wages, and $50,000 for retaliation plus related legal expenses. The second received $30,000 in general damages plus lost wages and $25,000 for retaliation plus related legal expenses. The third received $50,000 in general damages for discrimination.

The Alberta Human Rights Commission's official decision summary links to the full Tribunal decision and records the awards.

The employer lesson

The case is not an OHS Code prosecution and does not define every Part 27 procedure. It is a human-rights decision. Its value for an employer guide is the connection between sexual harassment, workplace authority, vulnerability and retaliation.

A functioning prevention plan should provide a reporting route that does not depend on the alleged harasser, ensure early preservation of evidence, permit a neutral investigation, protect against retaliation and connect OHS response with human-rights obligations. The most detailed policy has little value if the person with power can block its operation.

The awards are not an automatic tariff for other cases. Remedies depend on the governing statute, evidence, harm and circumstances. The decision nevertheless demonstrates that serious and repeated workplace sexual harassment can produce substantial consequences.

Another Alberta decision worth knowing: Yaschuk v Emerson Electric Canada Limited

In Yaschuk v Emerson Electric Canada Limited, 2022 AHRC 62, the Alberta Human Rights Tribunal found that a corporate recruiter was subjected to sexual harassment. According to the Commission's official summary, the manager made sexual comments and jokes, sent an explicit video and sexual email jokes, commented on appearance, made intrusive personal inquiries and said he wanted an affair.

The Tribunal found the employer's response to the complainant's concerns was dismissive and the investigation was seriously flawed. It awarded $50,000 in general damages plus lost wages. The practical lesson is straightforward: having an investigation on paper is not enough. The response must be impartial, serious and capable of testing the complaint fairly.

This shorter reference supports the investigation discussion; Oliva, Pascoe, and Strong remains the article's single detailed case study.

Common Alberta policy mistakes

Using an old stand-alone harassment policy

The current Alberta system requires a combined violence and harassment prevention plan. A stand-alone statement may omit hazard controls, threat information, violence response, domestic violence, investigation reports, training subjects and triggered reviews.

Copying Ontario's deadlines into Alberta law

Ontario's approved Code method and Alberta's Part 27 are different. An Alberta employer can adopt a 90-day internal target, but it should not call that a universal Alberta statutory deadline.

Treating a single incident as automatically insufficient

Alberta's definition can cover a single incident or repeated incidents. Screen the actual legal test and risk instead of counting events.

Focusing only on co-worker conduct

Clients, customers, contractors and members of the public can create violence and harassment hazards. The hazard assessment and controls should reflect the sources workers actually encounter.

Waiting for a formal complaint

Managers may observe conduct, receive an oral disclosure or see threatening messages. A form helps document facts but should never become a condition for protection or investigation.

Promising absolute confidentiality

The employer may need to disclose information for safety, investigation, corrective action, outcome communication or law. Promise need-to-know handling, not secrecy that cannot be delivered.

Investigating without checking the prime-contractor allocation

On a work site with a prime contractor, section 391.1 affects who performs the imported investigation and reporting duties. Clarify roles before an incident and coordinate without exposing unnecessary personal information.

Conducting training that omits the statutory subjects

Respectful-workplace awareness alone is not enough. Workers must be trained in recognition, the plan and revisions, appropriate response and assistance, and reporting, investigation and documentation procedures.

Changing the review date without reviewing the system

A proper review examines hazards, incidents, reporting channels, controls, worker input, training, investigation quality and corrective-action effectiveness. It is not merely a new date in the footer.

Alberta employer implementation checklist

Before issuing the prevention plan, the employer should be able to answer yes to each item:

For a wider review of documentation readiness, use the free Compliance Gap Checker. The harassment template remains the primary resource for this article.

Ready to put the Alberta plan into practice?

Start with the jurisdiction-specific prevention-plan template, then replace every placeholder with your workplace details.

Download the Free Alberta Workplace Harassment and Violence Prevention Plan

How to customize the free Alberta template

Start with the adoption record. Enter the employer's legal name, covered work sites, accountable officer, consultation record, primary and alternate recipients, emergency contact, supports, effective date, review date and plan location.

Next, complete a site-specific hazard assessment. Do not leave generic risk tables blank and issue the document as though a blank table were a completed control. Record evidence, existing measures, residual risk and action owners.

Then tailor the reporting and emergency procedures. Insert monitored contact information. Explain what happens after hours, when a senior leader is named, at a multi-employer site and when the matter involves immediate violence or domestic violence.

Define the investigation structure. Decide who appoints the investigator, how conflicts are screened, when an external professional is required, how evidence is preserved, where reports are stored and who tracks corrective actions.

Build training around the real plan. Workers should be able to recognize hazards, locate the plan, summon assistance, report safely and understand the investigation and documentation process. Supervisors need extra instruction for their duties.

Finally, check special operations. Retail fuel, convenience stores, lone work, camps, health services, regulated professions, vulnerable clients, collective agreements and federally connected operations can add requirements that a general template cannot resolve.

Employers that want a broader organization-specific policy manual can create a Canada Policy Manual account. The free Alberta harassment and violence template should remain directly accessible without requiring a paid subscription.

Frequently asked questions about Alberta workplace harassment policies

Does every Alberta employer need a workplace harassment policy?

Every employer covered by Alberta's OHS regime must develop and implement a violence and harassment prevention plan. A workplace harassment policy can form part of that plan, but a short stand-alone policy is not a substitute for the required plan.

Is the Alberta document a policy or a prevention plan?

The current OHS Code uses the term “violence and harassment prevention plan.” Employers may use “policy” in the document title or communications, but the content and implementation must satisfy the prevention-plan requirements.

Can one incident be harassment in Alberta?

Yes. Alberta's statutory definition includes a single incident or repeated incidents when the other parts of the definition are met.

Does Alberta require every harassment incident to be investigated?

Yes. Alberta's official OHS guidance states that employers must investigate any incident of harassment or violence and prepare an investigation report describing the circumstances and corrective action taken to prevent recurrence.

Is there a 90-day investigation deadline in Alberta?

Part 27 does not impose a universal 90-calendar-day deadline for every harassment investigation. An employer may adopt a prompt internal target, but it should label the target as an enhanced practice rather than Alberta statutory law.

How long must an Alberta incident investigation report be retained?

The responsible party must retain the report for at least two years after the incident, keep it readily available and provide it to Alberta OHS on request. Other legal or operational reasons may support longer retention.

How often must the prevention plan be reviewed?

Review is required when an incident indicates it is needed, a work or work-site change affects potential risk, the JHSC or representative requests it, or the plan has not been reviewed in three years. Necessary revisions must follow the review.

Who must be consulted?

The employer consults the JHSC if there is one, the health and safety representative if there is one, or affected workers as far as reasonably practicable when there is neither.

Does the plan cover customer or client harassment?

It can. Alberta treats violence and harassment as hazards, and the source may be a customer, client, patient, contractor, visitor or other person. Controls should match the actual exposure.

What must Alberta worker training cover?

Training must cover recognition of violence and harassment; the prevention plan and revisions; appropriate response, including obtaining assistance; and procedures for reporting, investigating and documenting complaints and incidents.

What should the employer do if a worker reports symptoms or injury?

The employer must advise the worker to consult a health professional of the worker's choice for treatment or referral. The Code also addresses entitlement to pay for related treatment during regular working hours.

Does reasonable performance management count as harassment?

Reasonable employer or supervisor conduct relating to management of workers or a work site is excluded. Discriminatory, humiliating, retaliatory or abusive methods may not be reasonable even when the underlying management topic is legitimate.

Must fuel and convenience stores do more?

Covered operations must implement the additional controls in sections 392.1 onward, including applicable cash, visibility, access, surveillance, signage, emergency-transmitter, late-night high-value-item and fuel-prepayment requirements.

Can the employer promise complete confidentiality?

No. Information may need to be disclosed for investigation, corrective action, outcome communication, threat information or another legal requirement. The plan should promise controlled disclosure limited to what is necessary.

Final takeaway

An Alberta workplace harassment policy should operate as part of a complete violence and harassment prevention system. The employer must assess hazards, consult the proper workplace participants, implement controls, train workers, investigate incidents, document corrective action, support affected workers and review the plan when the law requires.

The strongest plan is specific enough to work when the alleged harasser is powerful, the conduct comes from a customer, the risk involves domestic violence, the work site has several employers or the evidence may disappear quickly.

Download the free Alberta Workplace Harassment and Violence Prevention Plan Template, then customize and implement it for the actual work and work site.

Authoritative Alberta sources

Legal information notice: This article and the linked template provide general information and drafting support. They are not legal advice, do not create a lawyer-client relationship and do not guarantee compliance or a particular outcome. Confirm jurisdiction, current law and workplace-specific duties before adoption. Laws, official interpretations and site circumstances may change after August 13, 2026.

Ready to put the Alberta plan into practice?

Start with the jurisdiction-specific prevention-plan template, then replace every placeholder with your workplace details.

Download the Free Alberta Workplace Harassment and Violence Prevention Plan

Key Takeaways

Disclaimer: This article and the linked template provide general information and drafting support. They are not legal advice, do not create a lawyer-client relationship and do not guarantee compliance or a particular result. Confirm jurisdiction, current law and workplace-specific obligations before adoption.