Embedding a Culture of Safety: Why It's Time to Rethink Workplace Wellbeing

Leanne Lazarus • April 23, 2025

Workplace safety in Australia is under increasing scrutiny, and not just in industries traditionally considered high-risk. A recent survey of over 1,000 Australian workers found that 40% experience moderate to high levels of psychosocial risks in the workplace. These risks—ranging from bullying and harassment to unmanageable workloads and poor leadership—can significantly impact mental health, job satisfaction, and overall productivity.

As a result, organisations are being called to do more than simply tick compliance boxes. Building a “safety culture” that goes beyond hard hats and hazard signage is no longer optional—it’s essential. Safety culture encompasses both physical and psychological wellbeing and is deeply tied to the overall company culture. When employees feel safe, valued, and empowered to speak up, everyone benefits.

Legislation has evolved to reflect this shift. States like Queensland have introduced clearer frameworks around psychosocial risks and employer obligations. There’s now more pressure than ever for businesses to proactively create safe environments that support both compliance and culture.

Safety isn’t just the responsibility of HR or health and safety officers—it’s a whole-of-organisation issue. From boardrooms to job sites, embedding a safety-first mindset and nurturing a culture of trust and accountability is key to mitigating risk and supporting long-term success.

It’s about creating environments where people feel safe enough

To explore how businesses can practically implement a stronger safety culture, Leanne Lazarus, Specialist Recruitment Manager at people2people, hosted a live conversation with Jonathan Mamaril, Director and Head of Employment Law at South Geldard Lawyers, and Nettie Herselman, Director at People Safe QLD.

Kicking off the discussion, Herselman defined safety culture as far more than a set of policies: “A safety-first mindset really intrinsically prioritises the safety and wellbeing of everyone while they’re at work. It’s about creating environments where people feel safe enough to put their hand up and say something’s wrong.”

She emphasised that safety should be woven into the fabric of the company’s day-to-day operations—from procedures and work practices to how colleagues interact. “It should effortlessly focus within our company culture,” Herselman said. “If we focus on the safety-first mindset, that should be our overarching focus to embed the culture within companies.”

The conversation moved to the difference between public compliance—when employees follow safety rules out of fear or obligation—and internalised compliance, where they act because they genuinely care. Herselman explained: “Public compliance occurs when employees follow protocols purely because they think they have to… whereas internalised compliance means they follow safety practices because they honestly believe it’s the right thing to do.”

From a legal standpoint, Mamaril added context around the increasing obligations for businesses. “Obviously you’ve got the Workplace Health and Safety Act and newer legislation around psychosocial risks and hazards,” he said. “But these issues also permeate areas like general protections, performance management, and investigations.”

He further warned that responsibilities extend beyond operational teams. “You’ve got corporate responsibilities and board-level duties to consider,” he said. “Boards need to prioritise these topics not just as risk mitigators, but as cultural priorities.”

As for implementation, Herselman encouraged organisations to start by assessing where they are and where they want to be. “What is our point A—our present state?” she asked. “Do our people know our policies? Can they access them safely? If our people don’t intrinsically understand how to protect themselves, we’ve lost the game.”

She also noted that focusing on individual compliance areas—such as bullying, harassment, or the right to disconnect—can be overwhelming. “Instead, look at the strong connection between all of them: people. People need to feel safe at work, regardless of their role or industry.”

Mamaril echoed this holistic approach, highlighting the need to shift from reactive measures to proactive planning. “What a regulator will look at is what was actually in place prior to any incident,” he said. “Having a solid plan and evidence of action makes a world of difference.”

He warned that non-compliance can carry significant consequences. “You’ve got individual obligations, such as those under the PCBU framework, and in Queensland, even industrial manslaughter laws come into play.”

The conversation made one thing clear: safety culture isn’t just a buzzword—it’s a shared responsibility that starts from the top and flows through every part of a business.

How to Strengthen Your Safety Culture

To build a more resilient, engaged, and compliant workforce, businesses should focus on the following key areas:

1. Leadership Commitment
Senior leaders must walk the talk. Culture begins at the top—when leaders visibly prioritise safety and wellbeing, it sets a clear example for everyone else.

2. Define and Communicate Expectations
Clear safety policies should be documented, visible, and regularly reinforced. Employees should know not just what the rules are, but why they matter.

3. Foster Psychological Safety
Create environments where employees feel safe to raise concerns, admit mistakes, and ask for help without fear of blame or retribution.

4. Promote Internalised Compliance
Train and support employees to understand and embrace safe practices because they value their own and others’ wellbeing—not just to avoid punishment.

5. Engage the Whole Organisation
Safety isn’t just for high-risk industries. Embed safety practices across departments, from operations and HR to administration and leadership.

6. Assess Your Current State
Audit your existing policies and procedures. Do people know where to find them? Are they followed in practice? What’s working—and what’s not?

7. Set a Roadmap for Change
Identify your desired state and develop a step-by-step plan to get there. Include clear milestones, responsibilities, and communication strategies.

8. Provide Ongoing Training and Support
Don’t rely on once-a-year training. Make safety and wellbeing part of regular discussions, inductions, and check-ins.

9. Measure and Adjust
Use surveys, feedback tools, and incident reporting data to evaluate progress. Adjust your approach as your workforce evolves.

10. Don’t Forget Leadership Wellbeing
As Herselman rightly noted, leaders must also care for their own wellbeing while navigating legislative change and cultural shifts. Supporting those at the helm helps drive better outcomes for all.

Building a thriving safety culture isn’t a one-time project—it’s a long-term strategy rooted in empathy, awareness, and shared responsibility. By empowering people to act with care and confidence, organisations can create workplaces where everyone feels safe, supported, and set up to succeed.

Is your business ready to go beyond compliance and lead with culture?

Find the job you love I Find the right talent
Get in touch with people2people

Australia   I   United Kingdom

In business since 2002 in Australia, NZ, and the United Kingdom, people2people is an award-winning recruitment agency with people at our heart. With over 12 offices, we specialise in accounting and finance, business support, education, executive, government, HR, legal, marketing and digital, property, sales, supply chain, and technology sectors. As the proud recipients of the 2024 Outstanding Large Agency and Excellence in Candidate Care Awards, we are dedicated to helping businesses achieve success through a people-first approach.



Share insights

Recent articles

By Kaajal Khelawan May 19, 2025
In an employment market defined by transparency and shifting priorities, counteroffers are losing their appeal. Data from 2024 reveals that while 63% of employers increased salaries to fill roles, 57% chose not to make counteroffers to resigning employees—a five percent rise from the previous year. This trend marks a broader shift towards proactive retention and long-term engagement over reactive responses. Kaajal Khelawan, HR Manager and Operations Lead, explains, "Employers are shifting away from making reactive offers and focusing more on proactive retention." Rather than scrambling to retain staff once they hand in their resignation, more businesses are investing in the experience and growth of their current teams. "If an employee has chosen to leave, you need to let them go." Khelawan is direct about the limitations of counteroffers. "They don't work. They're a band-aid solution," she says. Most employees who accept counteroffers end up leaving within six to twelve months anyway. More critically, such offers can lead to pay inequality, damaging morale and creating internal tension when colleagues learn about unequal compensation. With growing emphasis on pay transparency, businesses are increasingly aware of how last-minute salary hikes may erode trust. As organisations strive to ensure fairness in pay structures, counteroffers become a liability rather than a lifeline. Juma Mrisho, Talent Acquisition Business Partner, agrees. He links the decline in counteroffers to deeper structural shifts: "Reactive offers are seen as a short-term fix that doesn't acknowledge the deeper issue within an organisation." He notes that companies are now prioritising long-term strategies such as employee engagement, leadership development, and cultural alignment. Mrisho also challenges the assumption that salary alone is the reason people resign. "The idea that a salary increase will solve the issue of someone leaving is a misconception. People are also leaving due to cultural or leadership issues. A counteroffer won’t fix that." The trend is clear: businesses are becoming more strategic with pay and retention. Rather than relying on quick fixes, they are creating environments where employees feel valued, supported, and motivated to stay. Khelawan concludes, "The goal is to create workplaces where employees don't want to leave, rather than scrambling to keep them once they've resigned." As we look ahead, the decline in counteroffers suggests that employers across Australia and New Zealand are embracing a more considered, people-first approach to talent management—one that values foresight over quick fixes and stability over short-term wins.
By Suhini Wijayasinghe May 15, 2025
As we move further into 2025, the employment landscape across Australia and New Zealand continues to evolve, with fresh data revealing notable shifts in both employer and job seeker sentiment. With unemployment holding steady and underemployment dropping to its lowest level since August 2008, the job market is showing signs of resilience despite broader economic uncertainties. Australia's job posting index remains 52% above the pre-pandemic baseline, a clear indication that demand for talent remains strong. While there has been a modest slowdown in employment growth, vacancies remain high, with over 328,000 job openings recorded earlier this year—a 4.5% decline from late 2024 but still 44.5% above February 2020 levels. At the same time, the hiring confidence index has dipped slightly to 63%, reflecting a small drop in employers' optimism about finding suitable candidates. On the flip side, job seeker confidence has also declined, dropping eight percentage points to 54%. This cautious optimism, shared by both sides of the hiring equation, paints a picture of a market that is adjusting to new realities rather than retreating. "Unemployment remains steady, but underemployment is at a historic low." Kaajal Khelawan, HR Manager and Operations Lead, highlights the significance of the underemployment drop. "That means more people are working as many hours as they want, which is a great sign," she notes. This indicates an improving match between worker availability and employer demand. Juma Mrisho, Talent Acquisition Business Partner, points to ongoing strength in job listings. "Job vacancies are still significantly elevated compared to pre-COVID levels," he explains, reinforcing the view that despite shifting conditions, opportunities remain abundant for job seekers. Suhini Wijayasinghe, Head of HR Solutions, adds perspective on job seeker behaviour. "Nationwide, seventy-four percent of job seekers are actively looking for new opportunities, while twenty-two percent are passive but open to the right role," she says. The numbers show a highly mobile workforce, with only one percent hesitant to move and just three percent inactive.  While employer confidence has softened slightly, the fact that three-quarters of job seekers are actively engaged suggests the market remains dynamic. Businesses that are clear, fast-moving, and transparent in their recruitment practices are likely to continue attracting top talent. For both Australia and New Zealand, the focus in 2025 appears to be on alignment—matching available roles with the right candidates at the right time. With underemployment falling, job ads still elevated, and a mobile workforce, there is much to be optimistic about. The key challenge lies in bridging the gap between employer expectations and job seeker needs in an evolving employment market.
By Nicole Consterdine April 29, 2025
In an era of rapid technological transformation, Australian financial services are at the forefront of integrating artificial intelligence (AI) and automation. A recent KPMG report revealed that 76% of financial companies in the country are already utilising or implementing AI technologies, underlining a significant trend across the industry. This wave of digital change is not just a competitive advantage but a necessity for those wishing to remain relevant in an increasingly tech-driven market. As companies accelerate their AI adoption, the question arises: what happens to those who fail to keep pace? To explore this pressing topic, Nicole Consterdine, Recruitment Consultant at people2people, sat down with Nick Beaugeard, Co-Founder and CEO of World of Workflows, to discuss the opportunities, challenges, and misconceptions surrounding AI in the accounting and finance sector. "Any sufficiently advanced technology is indistinguishable from magic" Nick opened the conversation with a key insight: many still perceive AI as an enigmatic force, partly because of its complexity and partly due to the media's portrayal. "The fundamental misconception of AI is nobody really understands the technology," he explained, quoting Arthur C. Clarke's famous adage. This mystique, he added, often leads to inflated expectations, followed by disappointment when AI doesn't live up to the hype. Nick highlighted what he termed the "trough of disillusionment," a common stage where users, excited by AI's initial capabilities, overestimate its broader potential. "You think it can take your job and then you use it and it’s a bit rubbish," he said, noting that this disillusionment mirrors past tech rollouts like Excel and Xero. Still, he emphasised that AI should be seen not as a job-stealer, but as a tool to improve efficiency and performance. Hyper-personalisation: The Biggest Opportunity Among the many use cases for AI, hyper-personalisation stands out for Nick. He illustrated this with an example from accounting practice: "Most accountants in practice manage about a thousand taxpaying entities each. That’s an awful lot of very different organisations... you're trying to communicate with." AI's ability to tailor content for individual clients can revolutionise client communication, moving beyond generic newsletters to highly customised updates. By integrating personal client data into CRM systems and leveraging AI to generate personalised communications, firms can significantly enhance engagement and relevance. Nick believes this approach offers the "biggest bang for your buck" for businesses looking to modernise their customer experience. Barriers to Adoption: Risk Aversion and Technical Constraints Despite the potential, adoption has been slower in some areas. Nick pointed out that finance and accounting professionals tend to be risk-averse by nature. Moreover, they are accustomed to deterministic systems, where inputs reliably produce the same outputs—a stark contrast to AI's non-deterministic nature. "Imagine if you went to an Excel spreadsheet and put in three and came back a day later and it was five," he joked. This unpredictability, while a strength in some AI applications, poses a challenge in fields requiring precision. However, Nick remains optimistic. He believes the real tipping point will come as AI becomes embedded in everyday tools. "If you hadn’t moved to the cloud, because cloud is the enabler for AI, you’re going to be missing out," he warned. Platforms like Xero and Salesforce are already integrating AI functionalities, making it easier for firms to access these technologies without building custom models. Evolving Roles: More Clients, Better Service Looking ahead, Nick sees the role of accountants evolving rather than diminishing. "Like you now don’t do manual ledgers and manual trial balances, there’s a bunch of things that you’ll do which will be automated," he explained. This shift allows professionals to focus on high-value advisory work, while AI handles routine tasks. He also pointed to developments in the legal industry, where similar conversations are taking place about pricing and ethical standards. As AI drives efficiency, billing practices may shift towards value-based pricing, challenging traditional models. The Long-Term Outlook: More Work, Not Less  When asked whether AI will lead to job losses in accounting, Nick looked to history for reassurance. "When the Industrial Revolution happened... that didn’t create less jobs, that created more," he said. AI may reduce the need for certain tasks, but it will also create demand for new skills and services, particularly in growing economies. While regulatory bodies like the tax office may automate compliance work, the complexity of tax law and individual circumstances ensures that accountants will remain indispensable. As Nick put it, "There’s lots of space for delivering those services because people want to maximise their return and income." In conclusion, AI is set to transform Australia's accounting and finance landscape, not by replacing professionals, but by enhancing their capabilities and broadening their reach. As adoption accelerates, those prepared to embrace change will find themselves well-positioned for future success.
By Mark Green April 9, 2025
With 68% of Australian workers worried about potential redundancies, job security is now a top priority—especially in tech sectors across NSW and WA. In this blog, people2people’s Mark Green explores how employee preferences have shifted from salary-driven goals to long-term stability. As uncertainty grows, businesses must adapt by fostering transparent communication and building trust. We also share essential tips for leaders navigating redundancy conversations with empathy and strategy. Want to know how to retain top talent and protect your employer brand during uncertain times? Discover how to support your workforce and strengthen loyalty in today’s cautious job market.
By Mark Green April 7, 2025
As return-to-office mandates rise across Australia, many leaders face the challenge of balancing productivity with employee preferences. In this blog, Mark Green from people2people and Maja Paleka from MPC unpack the drivers behind these mandates, their impact on engagement and retention, and why forcing full-time office returns may backfire. With hybrid work models proving effective for many, forward-thinking businesses are seizing this moment to attract top talent and build trust-based cultures. We also share practical tips for leaders navigating this shift in 2025. Wondering how to future-proof your workplace without losing your best people? Read on to find out more.

Latest Media Features


Get in touch

Find out more by contacting one of our specialisat recruitment consultants across Australia, New Zealand, and the United Kingdom.

Contact us