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Health and Wellbeing

Health organisations need to solve the complex challenges facing the industry today and into the future. At PwC, we help them achieve this via our collective ingenuity and suite of human-led and tech-powered health and wellbeing services.

Australia’s health and wellbeing sector is more connected and person-centred than ever before. In light of this, and following the impacts of COVID-19 in particular, industry leaders have been forced to rapidly build resilience and capacity. Other long-term industry challenges include the increasing demands and expectations from consumers, rapid digitisation, an increased focus on healthy behaviours and prevention, improving productivity with new models of quality care and freeing up capacity to fuel innovation, invest in people and build infrastructure.

Traditionally, health and wellbeing in Australia is managed across federal and state lines, and between public and private models of care. PwC’s community of solvers has come together to tackle a variety of challenges and providing specialist industry advice for: 

How we work with health organisations

Health and wellbeing systems all have the same objective: to deliver the highest possible quality of care to the maximum number of people at the lowest possible cost. We are privileged to work with this vital sector to deliver better health outcomes and innovative solutions to all at more affordable, sustainable costs.

We provide health organisations across a range of sectors with current and tailored professional guidance, based on the needs of the organisation and the patient. 

Our approach assists organisations to solve for the depth and breadth healthcare needs across the sector. We leverage global perspectives, are focused on outcomes, and we invest in relationships to be able to help the industry solve for healthcare needs and models of care. 

We are a passionate community of solvers made up of over 300 health specialists. Our specialists come from diverse professional backgrounds including clinicians, hospital management experts, policy experts, strategists, actuaries, program directors, technologists, deals, tax, legal, clinical risk assurance, health infrastructure and thought leaders in specific topics like eHealth, aged care in Australia, mental health and disability services consulting.

We lead the market in identifying and assembling the right mix of collaborators, advisers, subject matter experts and technology, together with our human ingenuity, to deliver. Through the power of many minds, insights become impact, opportunities become outcomes and Australia prospers.

Challenges faced by large health and wellbeing subsectors

There are clear challenges that Australian health organisations have the opportunity to solve across the health and wellbeing sector, including: 

Aged Care

  • Improving the safety and quality of aged care services in Australia
  • Meeting the needs of those in remote, rural and regional Australia
  • Growing levels of care for the increasing number of Australians suffering dementia 
  • Attracting, retaining, developing and rewarding a ‘workforce of the future’
  • Achieving financial sustainability.

Mental Health

  • Broader Reform Context:
    • Almost half of all Australians (45.5%) aged over 16 will experience mental ill-health in their lifetime and one in five (20.0%) in any given year
    • Supporting Australians to be mentally well encompasses support for those experiencing suicidality, mental distress and/or ill-health, along with prevention, early intervention and wellbeing promotion
    • Mental ill-health affects people of all ages from all backgrounds and locations across Australia, often linked to experiences of disadvantage, trauma and other social issues. Risk factors can include genetics, homelessness, unemployment, alcohol and other drug use, discrimination and racial injustice, and stressful life events
    • The recent Productivity Commission Inquiry into mental health highlighted a comprehensive reform agenda to address the unsustainable mental health system in Australia
    • Key reform challenges include rising rates and complexity of mental illness; cumulative impacts of environmental shocks such as bushfires, floods and pandemics; the need to attract, train and retain a comprehensive and contemporary workforce that is responsive to the growing spectrum of need; a more connected and integrated system that improves the experience of people seeking care and data and evidence to support ongoing improvement of Australia’s mental health system
  • Mental ill-health costs Australia $43-70bn each year and the benefits of system reform would amount to more than $19bn annually
  • Developing a contemporary and sustainable mental health system requires a practical, data-driven and digitally enabled approach that is regionally focused to deliver a population based care model that enables better provision of “right care in the right place at the right time” across the spectrum of mental health
  • Mental health in the Workplace context points:
    • Workplaces are increasingly being recognised as soft entry points to support individuals and the mental health system.
    • Some work conditions and settings can increase workers’ experiences of stress, and the risk of developing a mental illness, (most commonly anxiety or depression). 
    • However, being in work is also good for mental health and there are a range of risk and protective factors for workplaces to understand and take action to better support workers.
    • Boards and their workplaces are required under the new WHS legislation (Work Health Safety Act 2020, Clause 17) to understand psychosocial risk in their business and eliminate or minimise these risks so far as is reasonably practicable.
    • While we are understanding more about the nature of workplace risks to mental health, the changing nature of modern and hybrid work means that the evidence is still emerging around how this impacts different workers across demographics, industries.
  • More than one-third of workers (37%)5 consider their employer the main source of mental health support
  • We need a 21st century approach to doing this, leveraging the strengths of digital technology balanced against the need for social connection and support
  • Employees expect more from their employer. And beyond it being the right thing to do, there is a clear return to the organisation. For every dollar spent by businesses on successful mental health programs, organisations can expect a return on investment of between $1 and $4 for an average return of $2.306.


  • Delivering sustained outcomes as a result of the funding and operating environment under the National Disability Insurance Scheme (NDIS)
  • Ensuring sustainability while state governments review and exit direct service delivery
  • Organising services and embedding an environment of change following the Royal Commission into the violence, abuse, neglect and exploitation of people with disability
  • We have an NDIS certified team 
  • We provide risk and assurance services to clients for their standards, and provide support across end to end risk and control systems.

Workers Compensation

  • Calculating your workers compensation compliance obligations
  • Providing sophisticated analytics capability 
  • Offering robust reconciliation and testing functionality
  • Analysing payroll transactional data to determine your rateable remuneration
  • We provide Occupational Health and Safety (OH&S) injury management
  • We have an OHS Assurance management and Worker compensation assurance control frameworks to support organisations 
  • We have a certification business to help organisations with certification needs.

Pharmaceutical and Life Sciences

  • Reshoring manufacturing and R&D capabilities in Australia in order to obtain greater control over the supply chain
  • Increasing focus on care in the community and beyond the pill innovations creating opportunities to design new patient and customer experiences
  • A greater reliance on multichannel customer engagement with fewer and more impactful medical and scientific face to face touchpoints  is forcing companies to rethink the set up of commercial organisations 
  • Navigating the shift of expectations on Environment, Social and Governance (ESG) issues and how pharma and life sciences can be seen as a catalyst for positive change.

Virtual Health

  • Keeping up with the speed, adoption and pace of digital transformation
  • Bridging the gap between technology and traditional in-person experiences 
  • Meeting expectations and demands for increased Australian digital health
  • Provide organisations with advisory in the transition, ensuring risks, and ongoing compliance obligations are managed effectively.

Public Healthcare

  • Providing boards and executives confidence to navigate emerging risks, issues, and compliance obligations, end to end, from clinical to financial.
  • Improving sustainability
  • Managing demand and prioritising the right transformation and improvement initiatives (people, process and technology) within a fiscally constrained environment
  • Ensuring staff have access to the right tools, technologies, equipment and information to deliver high quality and safe care
  • Creating a culture that promotes high performance, collaboration and care, and reduces staff fatigue and burnout
  • Using data and information in a way that creates meaningful insights to deliver high quality outcomes.

Private Healthcare

  • Meeting the growing expectations of a dynamic, digitally enabled and more efficient and effective healthcare experience
  • Achieving Board to Ward alignment on strategic direction
  • Agreeing expectations and performance targets supported by appropriate governance and accountability structures
  • Fostering the right skills and capabilities to empower clinicians to be greater leaders and manage constrained budgets
  • Delivering what patients value by linking technology, to clinician experience and patient experience
  • Risk and Assurance advisory services.

Health Insurance

  • Dealing with increasing claim numbers as Australia opens up
  • Increasing the current workforce if COVID-19 claim numbers rise
  • Relieving financial pressures that place a renewed focus on productivity
  • Considering relevant presumptive legislation
  • Identifying opportunities to augment core capabilities and deliver value to improve service delivery
  • Repairing COVID-19 exposed shortcomings in IT infrastructure and data quality
  • Reflecting on and documenting learnings from the pandemic to prepare for any future pandemics.

Health and wellbeing publications


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Contact us

Sarah Butler

Sarah Butler

NSW Government and Global Health Services Leader, PwC Australia

Tel: +61 412 474 706

Nathan Schlesinger

Nathan Schlesinger

National Health & Wellbeing Leader, NSW, PwC Australia

Tel: +61 409 984 935

John Forsythe

John Forsythe

Partner, QLD, PwC Australia

Tel: +61 438 655 011

Stuart Babbage

Stuart Babbage

Partner - Health Policy & Economics, ACT, PwC Australia

Tel: +61 2 6271 3021

Tricia Tebbutt

Tricia Tebbutt

Partner, WA, PwC Australia

Tel: +61 7 3257 5152

Ben Fielding

Ben Fielding

Lead Partner, Health & Wellbeing ESG, VIC, PwC Australia

Tel: +61 409 037 948

Richard Ainley

Richard Ainley

Partner, Aged Care Health & Wellbeing, PwC Australia

Tel: +61 408 146 897