Bega Group

Melissa Old

People Capability Authority

Melissa Old is an Executive People and Culture leader with global HR expertise across FMCG, pharma, technology, and financial services. She is skilled in organizational development, talent management, and transformational change, she partners with executives to build high-performing teams, strengthen culture, and drive sustainable commercial success.

Key Responsibilities as a Leader

As the Head of People and Capability Partnering at Bega Group, I was responsible for leading, coaching, and developing the business partnering team. My team consisted of six direct reports and twelve indirect reports, guiding leaders across 16 manufacturing sites, distribution centers, as well as sales, marketing, customer supply chain, and corporate functions. Our work encompassed all HR activities throughout the employee life cycle. Together, we led the people agenda and delivered strategic programs and activities to help the organization achieve its goals. We collaborated closely with leaders to address interpersonal and organizational challenges that impact performance, engagement, and culture.

Importance of a Mentally Healthy Workplace

To me, a mentally healthy workplace is one where individuals feel safe, included, and supported, and have the resources necessary for personal and professional growth. Such a workplace fosters a sense of belonging and encourages authenticity, with a leadership culture that values two-way feedback. Employees feel comfortable speaking up, disagreeing respectfully, and owning their mistakes—hallmarks of psychological safety.

While organizations have long been required by Work Health and Safety (WHS) laws to manage physical hazards, there is now a growing recognition of the importance of protecting psychological health and safety at work. This involves safeguarding employees’ mental well-being with the same rigor as their physical well-being, through proactive identification of hazards, risk assessment, and the implementation of effective control measures.

Psychosocial hazards—such as excessive job demands, poor leadership support, workplace conflict, or unclear roles—are elements of work design and organization that can cause psychological harm. Managing these risks requires identifying hazards, assessing the likelihood of harm, and taking steps to eliminate or minimize risks. Building a mentally healthy workplace demands a systemic, preventative approach that addresses the root causes of psychological stress. Neglecting this can result in significant financial loss from reduced productivity, absenteeism, reputational damage, and possible violations of WHS laws.

Role of Leaders in Cultural Well-being

Leaders play a pivotal role in creating a culture that genuinely supports mental health and well-being. They must understand the psychosocial hazards related to work organization, social factors, and physical environments. Consulting with employees helps leaders identify hazards early, understand how risks are experienced, and develop practical solutions.

Regular check-ins—both individually and in team settings—are essential. Team discussions provide opportunities to explore how the group is functioning and how individuals are feeling. Simple prompts like, “Is anything getting in the way of working well together?” or “Are we comfortable speaking up if something is not right?” can uncover patterns affecting morale, performance, or well-being.

Discussing team culture openly builds a more transparent environment where employees can raise concerns early. This demonstrates that the way a team works together is just as important as what it accomplishes. Authenticity in these conversations is crucial; leaders should acknowledge that people are not always at their best and should not be expected to separate their personal lives from work. Leaders support their teams by asking what help is needed and responding with kindness and compassion. Unrealistic expectations of constant positivity—so-called toxic positivity—can harm workplace culture and well-being.

Leaders, who show vulnerability, openly discuss their own challenges, and share personal learnings build trust and deeper connections with their teams. Being willing to share and demonstrate empathy is critical for establishing trust and psychological safety. Leaders must also act quickly when they see signs of distress, responding with empathy and, where appropriate, referring individuals to support resources such as Employee Assistance Programs (EAPs), general practitioners, or mental health professionals.

Balancing Performance and Support

Striking the right balance between high performance and employee well-being is both a leadership challenge and a cultural imperative for HR. Balancing high performance and employee well-being is essential for a healthy workplace and competitive advantage. Supportive environments depend on fair leadership, clear standards, and consistent feedback.

“Building a mentally healthy workplace demands a systemic, preventative approach that addresses the root causes of psychological stress”

HR should promote both excellence and resilience by defining roles, revising metrics to reward collaboration and adaptability, and offering flexible work options. Recognition should value effort and growth, with peer recognition platforms encouraging appreciation for contributions. Leaders should be equipped to effectively coach with active listening, psychological safety, and conflict resolution skills, hold regular check-ins, and use 360-degree feedback to identify strengths and areas for improvement.

Key Resources for Workforce Resilience

Leaders should set boundaries on the support they offer, as most are not qualified to provide clinical mental health care. It is important for leaders to maintain their own well-being and refer team members to professional resources like EAPs when needed. Leaders can provide a safe space and listen empathetically, but should avoid trying to solve complex problems themselves. Organizational well-being programs that promote healthy habits and resilience work best when supported by effective leadership and clear communication.

Advice for Building Mentally Healthy Workplaces

Organizations can start by educating their leaders around their responsibilities and equipping leaders with fundamental skills for leading teams. For instance, articulating clear roles and objectives, offering consistent performance feedback, actively listening to employee concerns, and effectively addressing challenges are essential leadership competencies that contribute to fostering a mentally healthy workplace.

Supportive leadership—showing empathy, being approachable, and checking in with team members—fosters openness and safety.