b'BACK TO NAVIGATIONof their policy with a stronger potential of improving awareness of the issues and shifting firm culture.Firm based activities and initiatives to address mental illness and support psychological wellbeing were common with all surveyed firms participating, with the average firm having five different initiatives in place. Confidential psychological support delivered through employee assist programs was the most popular program provided, with an eighty-three percent response. Ninety-three percent of firms participated in RUOK programs and events and eighty percent conducted mental health first aid type training. Firms participation in a range of awareness programs grew including fifty-three percent who completed mental health awareness training. Challenges and OpportunitiesHigh levels of health and wellbeing are more likely in environments which is physically and psychologically safe. These feelings of safety are built from experiencing a caring and supportive workplace culture, which in turn relies on organisational leadership modelling appropriate values and behaviours.There are dangers in not bringing a systematic strategic planning approach to programs which increase health and wellbeing.Examples of these dangers include:Ineffectively allocation of resources to deliver wellbeing programsComplacency from responsible managers who mistakenly believe the issues are being effectively managedSending signals to affected staff members that the firms concern is superficial, token or maybe even cynicalIneffective or unsustainable mental health actions Opportunity cost from higher impact changes based on a deeper understanding and knowledge of mental health.The next challenge is for workplaces is to build a culture that truly owns their mental health issues, accepts the need to learn new things and embraces necessary change. There is no one-size approach to preventing mental health issues. Improving wellbeing is an innovative process that requires high levels of commitment and some willingness to take measured risks to think and do things differently. All change in organisational culture should be driven from the top through accountability, advocacy and modelling changed behaviours. Effective leadership in this area requires a significant commitment to research and listen, in order to develop a well-grounded approach that staff will find credible. Leaders cannot sustain this position of credibility without investing in a deeper understanding of the true nature of the problem and its causes, and confronting the challenges required to improve the problem. It is an old management adage that what gets measured gets managed and this is also true of workplace mental health. It is difficult to measure an organisations mental health status and to assess the effectiveness and benefits of changes over the longer term. However, developing a relevant baseline of psychological wellbeing including the collection and expert analysis of sick leave, annual leave, absenteeism, complaints and grievances, incidents and injury records is an important step in recognising and developing an understanding of the issues. Over time improvements in understanding develops the firms capacity to identify risk areas to prioritise, evaluate program impacts and to provide early warning of emerging issues or trends.INITIATIVES SURVEYProfessional First AidCOM Violence AwarenessIndustry Collaboration &Leadership (resiliance at law)Mental Health Awareness WeekResiliance StressManagement TrainingBlack Dog programs participantSignatory to the TJMFBeyond Blue programsparticipantRUOK programs participantConfidential professionalpsychological supportMental health first aid training0% 20% 40% 60% 80% 100%Perecentage of firmsYes 58% No 27% Not Reported 9%Currently in Development 6%29'