Managing psychosocial risks at work – developing New Zealand’s first good practice guidelines

Exploring psychosocial risk from a solution point of view – developing interventions and products to embed best practice guidance and address key workplace psychosocial hazards

Supporting organisations to pick the best system level interventions

Identifying our key priority industries – Construction, agriculture, manufacturing and forestry

The importance of growing maturity to develop a more sophisticated or nuanced approach to psychosocial risk management

Understanding the legal obligation under Australian WHS regulations for a person conducting a business or undertaking (PCBU) to eliminate psychosocial risks, or minimise them so far as is reasonably practicable

Identifying the key features of the regulatory legislative route that Australia has taken around psychosocial risk

Codifying the approaches taken across all the seven jurisdictions into the Model Code of Practice: Managing psychosocial hazards at work

What learning from the SafeWork experience can be usefully applied in New Zealand in the context and a non-legislative approach?

Understanding your current health and safety obligations under existing legislation for the mental health and wellbeing for your staff

Examining the key compliance issues and legal obligations relating to workforce psychosocial safety

Understanding WorkSafe’s capacity to enforce best practice in workplace psychosocial risk and wellbeing

How do organisations demonstrate ‘credible intent’ around the management psychosocial risks?

Will NZ eventually follow Australia down a regulatory legislative route?

Why is there such an absence of case law around psychosocial harm given the high levels of risk and harm and the obligations to duty of care contained within existing legislation?

Understanding the proposed changes to the regulatory approach to workplace health and safety for smaller companies - what will this mean for the management of psychosocial risk and the need to undertake psychosocial risk assessments?

Understanding the proposed changes to the regulatory approach to workplace health and safety for smaller companies - what will this mean for the management of psychosocial risk and the need to undertake psychosocial risk assessments?

ACC claims for mental injury – who is covered, who isn’t and why?

Understanding psychosocial hazards and their impact on employee wellbeing and business risk

Outlining key psychological frameworks that help us understand and manage psychosocial risks

Bringing psychosocial risk into the critical risk conversation - how do you decide on what is a critical risk and what isn't a critical risk?

Understanding that tackling psychosocial risks requires a deep understanding of the culture of the business, its level of risk tolerance and the ability to influence operational activity within business units

Understanding that tackling psychosocial risks requires a deep understanding of the culture of the business, its level of risk tolerance and the ability to influence operational activity within business units

Exploring the interconnection between a psychosocial risk and a physical risk and why psychosocial safety is big indicator of safety risk

Identifying controls and measure that can be put in place to prevent psychosocial risks from escalating into critical risks

Highlighting the importance of using key metrics and indicators to measure and review the effectiveness of mental wellbeing initiatives

Recognising the role of leadership in creating a psychologically safe environment

How can we ensure that psychosocial risk is a top table conversation?

How can we better connect the frontline experience of employees and the impact of this on their mental wellbeing with leaderships strategic vision and the priorities of the organisation?

Understanding the impact of business strategy on frontline wellbeing and psychosocial risk

Integrating psychosocial risks into operational risk management and enterprise risk strategy

How can organisations ensure and demonstrate a strong and proportionate level of accountability for psychosocial?

Recognising the competitive advantage of being recognised as an organisation that prioritises, promotes and works to achieve workplace mental wellbeing

How do we train our leaders and managers to understand and manage psychosocial risks in the workplace?

Delivering leadership support and training to help leaders develop the skill sets to respond to psychosocial risks within the business

Developing the capability to have meaningful conversations with your people and develop the relationships required to understand the needs of your teams

Identifying the capabilities and skills required to undertake assessments of the critical psychosocial risks facing a business

Exploring the practical interaction between leaders, HR teams, operational management, health & safety practitioners and wellbeing teams around psychosocial risk

Where does responsibility lie for psychosocial risk and how do we avoid everyone thinking it’s someone else issue?

Understanding how different teams from across a business can come together and present an integrated front in managing psychosocial risks 

How can businesses better operationalise mentally healthy work and communicate business psychosocial risks in language that resonates and connects with operational leaders

Identifying the capabilities and skills required within a business to manage psychosocial risk and how should these be integrated and deployed?

Building the capability and the capacity of frontline teams to manage psychosocial risk

Developing HR processes that take a risk management-based approach to managing psychosocial risk

Tackling the conflation of wellbeing and psychosocial risk – does this have impact on the effectiveness of interventions when wellbeing solutions are implemented as psychosocial risk controls - can they ever be any more than just sticking plasters that don’t address the core risk?

Are we mature enough yet to be able to truly understand psychosocial risk?

Addressing issues around culture and attitudes related to workplace mental wellbeing and psychosocial risk

Identifying ways to break down traditional mindsets of what mental health and workplace mental well-being psychosocial risk actually are

Exploring strategies to build a supportive culture that prioritises mental wellbeing and enables the effective management of psychosocial risk

Tackling ‘harden up’ culture and addressing intergenerational and cultural attitudes linked to concepts of stoicism that are often deeply ingrained within organisations and reflected in leadership behaviours

Identifying allies and influencers that can help make psychosocial risk a part of the conversation in your workforce and drive culture change

How do organisations demonstrate their commitment to managing the psychosocial risks to the employees

Identifying your organisational protective factors

Developing a culturally intelligent approach to psychosocial health and safety 

Improving work and workplaces by connecting Māori culture with psychosocial safety

Examining how the application Mātauranga Māori can support better workplace psychological safety and improve psychosocial risk management

Analysing the evidence that demonstrates that embedding Māori values in the workplace creates more inclusive and productive workplaces