Understanding your organisations obligations around psychosocial risk under existing WHS law and WorkSafe guidance

Identifying the psychosocial hazards our organisations expose workers to and understanding the impact these have on employee wellbeing and enterprise risk

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

Outlining the key psychological frameworks that help organisations to understand and manage their 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?

Examining the interventions, controls and measures that can be put in place to around critical psychosocial risks

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?

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

Highlighting the key metrics and indicators used to measure and review the effectiveness of psychosocial health and safety interventions

Exploring how human beings respond to stress – why do some people burn out and not others?

Identifying the workplace psychosocial factors that can act as predictors of burnout

Recognising stressors - How to design solutions to address stressors and reduce potential psychosocial risk employees

Understanding the relationship between workload and burnout – exploring potential controls

Assessing the role and limitations of staff resilience programmes

Applying a mental well-being by design approach to redesigning work in order reduce stress, eliminate burnout and improve wellbeing

Reducing psychosocial risk through the provision of better mental health support

Sharing personal experiences of leader burnout and the development of a solution

Viewing psychosocial risks through the lens of prevention

Managing psychosocial risks across generations

Exploring how the Better Work by Design (BWBD) process allows organisations to meet their obligations to identify and manage work-related psychosocial risks and an opportunity to design work so that people thrive and organisations succeed

Examining the 5-stage BWBD process that enables the identification and management of work-related factors that either harm or are protective of mental health and wellbeing

Analysing the tools available to identify both psychosocial risks and protective factors

Engaging workers doing similar work to provide a work-as-done as opposed to a work-as-imagined view of their current work in relation to factors that are harmful to, as well as protective of, their wellbeing

Understanding how BWBD acknowledges workers as the experts in their work and its impacts

Embedding psychosocial risk management into business-as-usual processes and making psychosocial risk a normal part of organisational conversations, decision making and work design

Hearing how NZ Post identifies psychosocial risks and protective factors through worker engagement and translates insight into practical, work‑based controls

Understanding how leadership behaviours, team climate, and everyday systems can either protect or harm mental wellbeing

Reframing mental wellbeing as a work design and leadership issue – not just individual resilience

Learning how NZ Post embedded an evidence led psychosocial risk approach through Better Work by Design

Exploring the critical role workers, leaders, and the wider people and HR team play in driving a healthy and sustainable workforce and making mentally healthy work business as usual

Assessing current levels of organisational maturity around psychosocial risk

Exploring the practical interaction between leaders, HR teams, operational management, risk managers. 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 psychosocial risks in language that resonates and connects with operational leaders

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

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

How to continue growing engagement and maturity in ever-changing organisations

How can we better connect the frontline experience of employees and the impact of work on their mental wellbeing with leaders' strategic vision and organisational priorities?

Understanding the impacts of business strategy on frontline wellbeing and how unaddressed psychosocial risks can threaten business strategy

Integrating psychosocial risks into operational risk management, organisational culture, and daily behaviours

Sharing our journey at Health New Zealand – Te Whatu Ora to address psychosocial risk

Identifying and assessing the psychosocial risks in modern healthcare workplaces

Running psychosocial risk assessments in practice and how to keep kaimahi engaged throughout

Practical tips for engaging with staff and working with them to instigate change

Understanding the relationship between psychosocial risk and culture – two sides of the same coin

Exploring how staff combine person and culture centred activity and decision-making alongside risk-management and control

Assessing how holistic, outcome-oriented activity indirectly addresses psychosocial risk – but is an enabler, not a control

Why culture in social services is different, and is a core operational function

The potential of maturity and maturity modelling as an indirect enabler of improvement

What does wellbeing at work look like in high‑pressure environments - navigating government and community expectations while walking alongside those who have experienced a traumatic and life changing event?

Examining the value of a psychosocial risk management approach grounded in kaimahi experience, enabling the identification of mitigations that are effective and meaningful

Exploring the hierarchy of controls in the context of disaster recovery, focusing on where risks can be eliminated or reduced, and how harm can be minimised when elimination is not possible