Wellbeing Through Leadership and Initiatives – Barry Nilsson

What wellbeing initiatives are in place at your organisation?

Our Health & Wellbeing program provides our staff with a range of initiatives and information to improve their overall mental, physical, nutritional and financial wellbeing. Our current wellbeing initiatives include: 

• free subscriptions to the Calm meditation app
• a quarterly BN Well newsletter 
• on-site flu vaccinations and skin checks
• on-site and online Medibank corporate one-on-one consultations
• relaxation and meditation classes
• ergonomics training
• twice yearly in-office massages
• access for both staff and their families to our EAP (provided by Centre for Corporate Health)
• health and wellbeing magazine subscriptions
• discount platform with discount vouchers for major retailers
• seminars on a wide range of health and wellbeing topics (including mental, physical, nutritional and financial wellbeing)
• firm wide fitness challenges and firm sporting teams

In addition, we offer the following benefits aimed at improving overall wellbeing:  

• a yearly health and wellbeing leave day 
• a yearly health and wellbeing allowance
• a yearly volunteer leave day which allows staff to positively and meaningfully contribute to the community and causes that are important to them
• structured vicarious trauma support for those working on sensitive matters and vicarious trauma training for all staff
• 9.5-day working fortnight for all full-time team members
• flexible work environment including a range of flexible working options, including part-time, job share and varied hours
• remote working opportunities
• option to purchase up to two additional weeks of leave each year

How are leaders modelling balance or promoting mental health awareness?

At BN, our leaders play a pivotal role in fostering a culture that prioritises mental health and balance. Our leaders actively model this by personally utilising the various benefits, including taking Health & Wellbeing leave days, purchasing additional leave, working flexible hours and working remotely. They also promote this mindset within their teams, encouraging staff to take leave and ensuring regular breaks are part of the rhythm of work. Leaders are proactive in monitoring workloads, regularly reviewing daily billable hours for lawyers, and checking in with team members who may be working excessive hours.

This helps prevent burnout and ensures that support is offered early. Importantly, all leaders have undertaken training on psychosocial hazards and how to create a psychologically safe workplace. This equips them to contribute meaningfully to a culture where staff feel safe, supported, and empowered to speak openly about mental health. Open dialogue is a cornerstone of this approach. Leaders foster environments where mental health conversations are normalised, stigma is broken, and early intervention is encouraged. This year, for RUOK? Day, some of our leaders will be sharing their own experiences with mental health, further reinforcing the message that vulnerability and authenticity are valued. 

What’s working well in building a supportive or resilient culture?

One of our key initiatives is our vicarious trauma program designed to support staff dealing with matters involving sensitive content. The program includes regular individual P&C check-in calls, dedicated training for all employees, allocated mentors, roundtable discussions and leadership training facilitated by qualified psychologists. The psychologists that we partner with for this program specialise in consulting to the legal industry and have continued to provide us with feedback recognising our program as market-leading.

Have there been any recent initiatives in light of market changes or seasonal demands?

We have increased our focus on leadership development to ensure that our leaders are equipped to identify and respond to concerns regarding the health and wellbeing of their team members.