According to a recent LinkedIn post from Veremark, the company is drawing attention to organisational weaknesses in managing psychosocial risk and workplace misconduct. The post highlights commentary from experts Tony Morris and David Morgan, who describe many Australian organisations as reactive and overly reliant on “green” dashboard metrics that may reflect employee trust rather than true workplace conditions.
The post also points to structural gaps in traditional whistleblowing systems, which were built around fraud and financial misconduct rather than issues like sexual harassment, bullying, or toxic cultures involving senior leaders. As discussed in Episode 4 of Veremark’s “Trust at Work” series, the experts reference the WorkSafe Victoria v Court Services Victoria case, involving almost $380,000 in fines, to illustrate where standard WHS reporting ends and whistleblowing mechanisms need to begin.
For investors, the content suggests Veremark is positioning its brand and offerings around emerging regulatory and governance expectations in psychosocial risk management. By aligning with high-profile legal cases and expert analysis, the company appears to be targeting demand from boards and risk committees seeking more sophisticated reporting and whistleblowing frameworks.
This thematic focus may signal opportunities for Veremark to deepen...
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