1. Creating a Culture of Accommodation
The conference will examine the issues experienced by case managers and employers helping individuals enter, return to, or stay in work. But accommodation isn’t simply an issue of providing a chair or desk when needed, it is a culture that says we are prepared to help both in work and in the wider community. Individuals needs do not stop when they leave the workplace.
2. Brain Health (incl. Neurodiversity) and the Issues Associated with Work
Brain health, encompassing neurodiversity, refers to the overall functioning and well-being of the brain, including cognitive abilities, emotional regulation, and neurological differences such as autism, ADHD, dyslexia, and conditions such as multiple sclerosis and Parkinsons disease.
In the workplace, brain health is increasingly recognised as a critical factor in employee performance, satisfaction, and retention. However, many work environments still fail to accommodate neurodiverse individuals or support mental well-being effectively. High-pressure settings, lack of flexibility, poor communication, and limited understanding of cognitive differences can exacerbate stress, anxiety, and burnout.
Neurodiverse employees may face challenges with sensory overload, rigid schedules, or social expectations, which can hinder their ability to thrive. Moreover, stigma and lack of awareness often lead to exclusion or underutilisation of unique talents.
Promoting brain health at work involves creating inclusive policies, offering mental health resources, and fostering a culture of psychological safety. This includes recognising diverse thinking styles, providing reasonable adjustments, and encouraging open dialogue around disclosure. When organisations prioritise brain health and embrace neurodiversity, they unlock innovation, creativity, and resilience across their teams. Addressing these issues is not just a matter of compliance or compassion—it’s a strategic imperative for building sustainable, high-performing workplaces that value every mind.
3. Developments in Health and Disability Management
Change is happening rapidly and the conference will discuss how health and disability management working together can have a positive impact on the way organisations view their workforce, how governments assist those who are in need of support to find or return to work, and how individuals need the support of a skilled person(s) whether that be occupational health, Unions, or vocational rehabilitation/disability management specialists.
AI is demonstrating a new emerging world of opportunities for new or enhancement of skills for those working in this area.
4. Workplace Early Intervention and Mental Health Support (What works for whom)
Workplace early intervention and mental health support are essential strategies for promoting employee well-being and preventing long-term psychological distress. Early intervention involves recognising signs of mental health challenges—such as stress, anxiety, or burnout—before they escalate, and responding with timely, tailored support.
What works for whom depends on individual needs, roles, and workplace culture. For example, flexible working arrangements may benefit neurodiverse employees or those managing chronic mental health conditions, while peer support groups can be effective for fostering connection and reducing stigma among frontline workers.
Managers with input from skilled Union professionals play a pivotal role in identifying early warning signs and creating psychologically safe environments where employees feel comfortable seeking help. Importantly, interventions must be inclusive, culturally sensitive, and adaptable.
Ultimately, effective mental health support is not one-size-fits-all—it’s about matching the right intervention to the right person, at the right time.