Everyone understands and helps prevent workplace physical and psychological risks.

• The workplace complies with national, state and territory Workplace Health and Safety (WHS) legislation, guidance and professional regulation, to provide fit for purpose facilities, equipment, training, licensing, policies and support.
• Risks and hazards are identified and communicated to all team members, and the public.
• Team members regularly contribute to the development, communication, adoption and refinement of organisational systems, policies and procedures that reduce and respond appropriately to physical and psychological hazards associated with veterinary work. Physical examples include working with radiation, cytotoxic drugs, chemicals, and dangerous and nervous animals as well as agreed approaches to managing fatigue and supporting pregnancy. (See also Pillar 3: Equity, Diversity and Inclusion and Pillar 4: Job Design and Demands)
• Incident reporting and resolution processes are explained and collaboratively and regularly reviewed.
• Risks and hazards are regularly monitored and all policies and procedures refined or revised accordingly.
• Workplace Health and Safety and relevant employment award and legislation requirements for work- free time, such as regular mandated breaks, maximum work periods, and time away from work, are met or exceeded.

Processes, procedures, policies and management decisions prevent and effectively manage harmful incidents.

• All team members are supported to understand and access the workplaces’ conflict resolution policy and process/es. These are applicable to internal conflict and to team member/client conflict and are practical, respectful and constructive. Conflict resolution policies and processes are regularly reviewed in consultation with all team members, who each enact and support their use.
• There are regular opportunities for discussion and peer coaching including clinical rounds, management meetings with employee contributions, stressful event debriefings and mentoring.
• Gratitude and positivity are built into regular practises, for example by displaying client cards, puppy school photos, highlighting well-managed challenging cases during rounds, and celebrating outstanding effort, “wins” of any magnitude, and strong teamwork.
• Personal leave opportunities which support mental and physical health are provided, approved and respected. All individuals monitor their needs and proactively identify when such leave is necessary.
• Managers or employers ensure that leave and breaks are taken as rostered. If working during breaks, days off and/or leave is occurring, managers seek to understand the reasons and resolve them so chronic overworking does not occur.
• Employers and managers work with employees to develop business systems, models and staffing arrangements that enable leave entitlements to be met without putting extra pressure on other team members.
• Appealing spaces which facilitate both private reflection and team connection are accessible.
• All other Pillars are conscientiously considered to deliver motivational, performance, connection, professional and practical needs. This includes an appropriate workload and healthy, sustainable work- life integration.

Leaders model healthy habits, empathy and responsiveness; they champion a proactive, healthy workplace.

• Personal safety always takes precedence, including over various other professional responsibilities.
• Leaders model actions and attitudes which prioritise health, by building an open and safe culture which celebrates and supports healthy work/rest-of-life integration.
• Leaders model and support a culture of psychological safety in which everyone feels comfortable talking about mistakes and suboptimal decisions to learn from them.
• Leaders promote a culture of active engagement with health and safety matters, support good practise and challenge unsafe practises.
• Leaders facilitate opportunities to understand team members’ experiences and investigate their suggestions.
• Employers and employees acknowledge joint responsibility in looking after their own mental wellbeing and that of their colleagues. This includes identifying and mitigating potential risks and triggers and seeking personal development and/or support when necessary.

Everyone has the awareness and practical ways to seek health support. Everyone looks out for each other.

• A culture where all individuals, whether employee or employer, can discuss concerns or challenges with their teammates is promoted. All employees know that an issue raised with their manager will be taken seriously, confidentially, and with due consideration towards solutions and support.
• Within the team there is awareness, knowledge and skill to effectively prevent and respond to physical and mental illness, injury and disability at work, or affecting work.
• Employers provide access to a suitable Employee Assistance Program (EAP) and provide clear information about this and other relevant helplines and support groups, so that everyone knows how to readily access assistance when needed.
• All team members respect their own and others’ health limitations and possible impacts, rather than trying to “push through” or “tough them out”. This includes taking and respecting necessary sick leave or personal leave and following advice from external services where necessary.

Everyone has access to the information they need to support their own and others health and wellbeing.

• To support the wellbeing of both staff and public, information about resources which support the emotional, physical and financial aspects of animal ownership is provided to all team members and clients. For example, the organisation and public-facing team members can provide information about public health risks, pet insurance, third party payment options, any subsidised vet care options, ambulatory animal health services, telehealth and pet loss grief counselling.
• Workplace policies and procedures, including those relating to mental and physical health and safety, are explained within employee induction. These are reviewed and updated on a regular basis in collaboration with staff.
• Staff receive regular training to support strong compliance with OHS regulations and guidance.
• Workplace, profession and community-based initiatives and discussions which build stronger understanding of health and wellbeing are supported.
• All team members are provided with training to build capabilities to look after their own wellbeing, and that of others. This includes education which strengthens
  • preventative and mitigative capabilities; such as having difficult conversations, gratitude practice and mindfulness, self-awareness and social awareness, navigating ethically challenging situations, leadership and human resource management skills, reflection and active listening, and establishing personal boundaries, and
  • reactive tools such as mental health first aid training and personal strategies to respond to ill-health.
• The workplace supports initiatives at individual, organisational and profession-wide levels which seek to educate the public in key veterinary issues, for example:
  • the financial, practical and ethical responsibilities of animal ownership
  • reasonable expectations for treatment including costs, practical limitations and professional boundaries