That was the central question explored at the recent Mentor List Executive Round Table, where, Arthur Papagiannis, CEO & Founder of AP Psychology & Consulting Services joined a panel of senior leaders including Mike Townsend (Acting Director, Health, Safety & Wellbeing, Department of Transport and Planning), Helen Neely (Director, Health, Safety & Wellbeing, Department of Transport and Planning), and Bianca Buncic (Head of Customer, DXC Technology).
Together, they led a high-impact discussion on how leading organisations are embedding psychological health and safety into strategy, culture and performance not as a compliance checkbox, but as a core business priority.
This exclusive session brought together Chief Executives and People Leaders for a strategic conversation that cut to the heart of what’s working, and what’s not, in managing psychosocial risk.
The Big Question: Why Act?
With all Australian jurisdictions now recognising psychosocial hazards under WHS laws and Victoria’s new regulations taking effect from December 2025. These reforms place a legal obligation on Boards and Executives to ensure psychosocial hazards are identified, assessed, and managed just like physical risks.
As Arthur Papagiannis, CEO of AP Psychology & Consulting Services, emphasised:
“This isn’t just a wellbeing issue. It’s a leadership, legal and performance issue and the organisations that understand that are getting ahead.”
Key Takeaways from the Round Table
1. Award-winning workplaces don’t happen by accident
DTP’s results speak for themselves with a 30% reduction in mental injury claims over two years, and 37% better performance on WorkCover claims than the industry average. As shared by Mike Townsend and Helen Neely, this success stemmed from embedding psychosocial risk into core WHS systems, leadership KPIs, and culture, not treating it as an optional initiative.
2. Psychological health is now a core business metric
Forward-thinking organisations are integrating psychosocial safety into board reporting, risk registers, and cultural performance. It’s no longer enough to “have a policy”, leaders must demonstrate due diligence and active management.
3. Focus where it matters most
Trying to fix everything at once can dilute focus. Identify your top psychosocial risks such as high job demands, low support, or unclear roles and take targeted action. Use early wins to build trust and momentum. Smart organisations are applying evidence-based frameworks to guide investment and drive change.
4. Leadership is the linchpin
Executives and frontline leaders shape the culture, trust, and outcomes of their teams. Whether it’s equipping them to hold difficult conversations or embedding psychosocial safety into leadership frameworks, capability is the game-changer.
5. The cost of inaction is rising
As Bianca Buncic, Head of Customer at DXC Technology, shared:
Using early intervention and preventative approaches are key in turning around the red flags and negative trends of mental health workplace injuries.”
For insurers and claims administrators, patterns of inaction are becoming clear and costly. Leaders who act early are seeing faster resolution, fewer disputes, and stronger employee engagement.
Practical Resources to Support You
If your organisation is preparing for the upcoming regulations or wants to strengthen leadership and culture, we can help.
We’ve developed a Psychological Health & Safety Checklist, a practical, high-impact guide designed to support organisations in creating mentally healthy and high-performing workplaces.
Find Out if You’re Eligible
We’re also proud to be delivering the new Victoria Mentally Healthy Workplaces Program, designed to support small and medium businesses (1–200 employees) in managing psychosocial risks and improving workplace wellbeing.
Find out if your organisation is eligible, or, register your interest here.
For more information on how we can support your organisation to strengthen psychological health and safety, please get in touch with us.
