A Resource Kit for Workplace Health and Wellbeing Programs

PREMIER’S PHYSICAL ACTIVITY COUNCIL

Get moving at work

A RESOURCE KIT FOR WORKPLACE HEALTH & WELLBEING PROGRAMS

For more information or copies of this kit please contact:

Phone: 1800 440 026

Email: [email protected]

Post: GPO Box 646, Hobart 7001

Web: www.getmoving.tas.gov.au

The Premier’s Physical Activity Council acknowledges the support of WorkCover Tasmania in the production of this kit. To access WorkCover’s wide range of health and safety publications please visit: www.workcover.tas.gov.au

Get moving at work

A RESOURCE KIT FOR WORKPLACE HEALTH & WELLBEING PROGRAMS 2 • get moving at work

Contents

Message from the Premier 3 Part 2: Constructing your Health and Wellbeing Program s3:7 Welcome 4 2.1: A planned approach s3:7 2.2: Building knowledge and positive attitudes s3:8 section 1: your simple guide s1:1 2.3: A multi level approach s3:9 2.4: Exercise your options s3:10 How to get started – the important elements of workplace programs. s1:2 Part 3: Managing your Program s3:11

section 2: your bottom line s2:1 section 4: resources s4:1

Part 1: Current Situation s2:1 1. Health and wellbeing providers s4:2 2. Health and wellbeing award programs in Tasmania s4:6 1.1: Why promote health and wellbeing 3. A sample health and wellbeing mission s4:6 in the workplace? s2:2 4. A sample health and wellbeing policy s4:7 1.2: The workplace impact s2:3 5. A list of initiatives to get you started s4:8 1.3: The Tasmanian perspective s2:3 6. An employee health and wellbeing survey s4:12 1.4: The Australian perspective s2:4 7. A workplace audit tool s4:12

Part 2: A Sound Investment s2:5 section 5: case studies s5:1 2.1: The workplace - ‘An Ideal Setting’ s2:5 2.2 Tasmanian workplaces ‘Leading the Way’ s2:6 Zinifex Rosebery Mine s5:1 2.3: Australian and international results s2:7 Call Centre s5:3 2.4: Reaping the beneﬁ ts s2:7 Launceston City Council s5:5 2.5: Attract and retain the best people s2:8 Department of Police and Emergency Management s5:7 Department of Economic Development s5:9 section 3: your detailed guide s3:1 Acknowledgements and References i Part 1: Setting the Foundation s3:2

1.1: Establish organisational commitment s3:3 This kit has been developed by the Premier’s Physical Activity Council in consultation with Business and Community Pty Ltd. 1.2: Promote the beneﬁ ts s3:3 1.3: Identify the issues and establish your benchmarks s3:4 Suggested Citation: Premier’s Physical Activity Council – Tasmania (2007). Get Moving at Work: A resource kit for workplace health and wellbeing programs. 1.4: Assesing your workplace s3:5 a resource kit for workplace health & wellbeing programs •3 4 • get moving at work

Welcome

This resource kit has been designed to assist organisations, and in particular employers, to implement health and wellbeing programs in the workplace. It outlines the impact of the programs on employee health and wellbeing, workplace productivity levels and the economy as a whole.

It also examines the background of workplace health and wellbeing, the ﬁ nancial and corporate reasons for investing in such programs and the outstanding beneﬁ ts that can be gained from implementing a workplace health and wellbeing program.

Workplace health and Along with an identiﬁ ed wellbeing initiatives process to develop a can range from simple program, the kit includes programs requiring minimal a range of resources and resources to more detailed case studies on health programs supported by and wellbeing programs substantial resourcing. provided by Tasmanian This kit will provide you employers. with information on how to develop a program suitable for your organisation. a resource kit for workplace health & wellbeing programs • section 1

YOUR SIMPLE GUIDE

1. Your simple guide

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Introduction Each workplace has a variety of options for implementing a health and wellbeing program. These range from simple to more detailed approaches to establishing a program.

For those ready to get started right away, Your Simple Guide will provide a basic approach to getting underway. It shows that spending lots of money is not always necessary and implementing initiatives can actually be done without great cost.

A workplace health and wellbeing program refers to Productivity and Profi tability activities or initiatives undertaken within the workplace You can find more that are designed to impact positively on the general health Employing staff means information and wellbeing of workers. In some instances, such programs relying on human resources about the may also impact positively on the general health and for productivity and benefi ts of health and wellbeing of the associated families of these workers. profi tability. This is just as wellbeing programs in true for a small business Your Bottom Line. It is important to highlight that workplace health and as it is for a big business. If wellbeing programs will differ in cost, size and the range of we rely on people for the initiatives offered. If you think you will need to implement a ongoing operation of our more detailed program, please see Your Detailed Guide. business then we must also invest in keeping our people happy, motivated and healthy. Health and wellbeing in the workplace is an important strategy that benefi ts both the employer and employee. s1:2 • get moving at work

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Getting started

Setting the Foundation Building Commitment: Involve Employees: Initial momentum may be sparked by the interest and enthusiasm of one The need to establish The next important step a solid commitment in setting the foundation employee. This person becomes the from management and is to involve employees champion, providing the energy to employees is essential. in the initial discussions. encourage management and others A program or initiative Here you can brainstorm supported by management ideas about what kinds of within the workplace to get on board has a ﬁ rm foundation and programs are needed, how and move forward. Without this energy is more likely to see higher they might be introduced and enthusiasm it is not easy to establish employee engagement and who would like to be and involvement. involved. This is important commitment and without commitment Commitment from both to ensure your initiative there is little value in progressing. staff and management or program is relevant to contributes to a positive the people or environment culture throughout the at your workplace and organisation. It is important will also help to engage for management to be participants. openly seen to support the initiative and is even better if they can ‘talk the talk’ and REMEMBER ‘walk the walk’. q Educate and highlight It is also important to the beneﬁ ts, to establish make sure staff members the WHY understand the rationale behind the initiative. Be q Encourage involvement honest about what’s in and ideas, to determine it for both the company the HOW. and its people. From a management perspective, the objective might be about improved productivity, whilst for the staff, the objective may be about having a better lifestyle and better work/life balance. A well-conducted program will achieve both these objectives. a resource kit for workplace health & wellbeing programs • s1:3

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Constructing your simple health and wellbeing program

The key to getting started is to keep it relevant and simple.

Without a budget, your organisation’s contribution might be as simple as committing some time to getting started.

As part of this simple approach, there are no committees required and no policies to write, just a shared belief that some simple ideas could go a long way to improving the health and wellbeing of staff.

To identify the issues faced by staff, a big organisation might choose to undertake a whole-of-staff survey. This is not a necessary step to establish a simple health and wellbeing program. A simple approach might be as easy as approaching all, or a cross-section of, employees to identify their current issues, ideas and preferences.

For access to an employee health and wellbeing survey, please see the Resources section of this kit.

Along with an Planning is important. understanding of staff It clariﬁ es what you are issues, an understanding trying to achieve and the of your workplace strategies you plan to use to infrastructure (e.g. shower achieve it. Your plan doesn’t facilities, kitchen facility) have to be formal or highly- and policies (e.g. ﬂ exible structured but it should work time) will help you establish a clear and shared identify what initiatives are understanding throughout likely to be suitable for your the organisation, of the workplace. Questions that direction the program will might help you understand take. these issues are included in the workplace audit tool (please see the Resources section of this kit). s1:4 • get moving at work

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Selecting some simple Strategies A simple program might include any one, or a combination of, inexpensive strategies that link to the In the Resources section of this kit you issues identiﬁ ed in your workplace. These strategies might include any of the following actions: will ﬁ nd a range of strategies to consider.

These range from simple strategies to those q provide educational q when catering for that require lots of planning and a more material and other meetings, request the information on health food supplier to provide signiﬁ cant investment of time and money. and wellbeing issues foods of nutritional value q host on-site visits from organisations such as q if you have vending QUIT Tasmania, or similar machines, stock them with healthy food q use promotional and motivational posters q provide a fresh fruit encouraging employees bowl in the meeting or to make active choices, lunch room such as using the stairs instead of the lifts or q provide a dedicated escalators eating area that is clean, comfortable and q establish a physical inviting, to encourage activity notice board or staff not to eat at their circulate physical activity desks. opportunities to staff via Remember to keep it simple, with newsletters, pay slips, etc. Be inclusive in your strategies that are tailored to your selection of activities. Try organisation’s needs, employee interests q provide access to ﬁ ltered to appeal to the majority, water to encourage while being careful not and available resources. appropriate hydration to alienate others. For example, in addition to the q establish a simple more physical strategies, ‘Walk Challenge’ (for you might consider other examples, please see low impact activities, like the Launceston City dancing. These types of Council or call centre case options can help build studies) a good program mix and encourage broad q establish a time-in-lieu participation. arrangement to support individual or group physical activity a resource kit for workplace health & wellbeing programs • s1:5

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Managing your Program

Managing a program can be a very simple process. There are some fundamental steps to keep in mind when planning and delivering a program.

Program management Evaluation can be done comprises three key areas. both formally and These include: informally. This may include repeating the process q program design you used to identify staff issues (e.g. a staff survey) q program implementation or informal discussion (coordination of amongst staff who took the activities) opportunity to participate in particular initiatives. q program evaluation. Any kind of feedback will You may choose to select help you understand what initiatives as part of your worked and what could be program design and improved for next time. implement these to ﬁ t with workplace requirements. The key is to seek

Program evaluation can feedback from provide important insight employees and into the success of the then to act on that overall program or speciﬁ c initiatives and generate feedback! ideas for future activities. The outcomes of your evaluation can also be used to promote the beneﬁ ts of your health and wellbeing program within the organisation. s1:6 • get moving at work

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A closing word

Improving health and wellbeing in the workplace is not a one-dimensional process. It can take time to change the culture of a workplace, but by involving employees and listening to what they have to say, you will be able to tailor a program to their needs, within the capacity of the organisation and the business operating environment.

A simple program is as much about showing a genuine interest in staff as is a sophisticated program. Taking care of staff and their health and wellbeing in the workplace will achieve greater productivity and better job satisfaction.

A FLOW CHART FOR A SIMPLE WORKPLACE HEALTH AND WELLBEING PROGRAM

Establish organisational Construct your program Manage and evaluate commitment your program

q Identify key champion(s) q Identify staff issues q Implement your speciﬁ c initiatives

q Ensure a commitment q Identify the workplace q Evaluate your program from management environment and policy and initiatives issues

q Encourage staff q Identify simple initiatives q Reﬁ ne your program and commitment initiatives

Remember: Excited about life means being excited about work . a resource kit for workplace health & wellbeing programs • section 2

YOUR BOTTOM LINE

2. Your bottom line

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Part 1: Current Situation

The increasing demands of modern life over recent generations have eroded our standards of health and wellbeing. Gradually, we have fallen victim to competing demands, both at home and at work. The cost of this kind of lifestyle to our health and wellbeing has been profound on all levels: individual, workplace and community.

This direct cost has been reflected through workplace A health proﬁ le of To address this major injury and disease, which is estimated at over $7 billion per Australian workers concern, we must focus on year, nationally.1 This alarming situation is played out in revealed that 62 per cent the underlying causes of workplaces across Tasmania and represents an enormous are overweight, 50 per cent our poor health. The role of cost to our employers, our community and our economy. are either totally inactive prevention is recognised, or engage only in minimal both within the workplace exercise and almost half and outside, as a key to survive on poor diets. reducing disease and injury. Over 50 per cent of our As a primary element in workforce is overwhelmed any such prevention, the and stressed and 56 per promotion of positive, cent are in the medium to healthy lifestyles and high-risk range associated initiatives which both with smoking and excessive encourage and support this drinking.2 have been recognised as fundamental to reducing a range of chronic health conditions.

Over 50 per cent of our workforce is overwhelmed and stressed s2:2 • get moving at work

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1.1: Why Promote Health and Wellbeing in the Workplace?

Most adults spend at least half of their life working.3 Therefore it makes good sense to consider this environment as an important setting to address health and wellbeing issues.

Changes to the way we work are contributing to q jobs today are These changes in the inactive lifestyles and unhealthy living. Our workplaces signiﬁ cantly less physical nature of work and our have become increasingly sedentary. and employees often sit increasingly inactive for long periods of time in lifestyles are compounded Labour-saving technology has signiﬁ cantly reduced the front of computers by the growth in physical effort required, even for occupations that were consumption of fast foods, traditionally very physical. The extension of this inactivity q the range of leisure- and general life stresses. beyond the workplace is a major reason for our increasingly time options are more The result is a negative inactive lifestyles. often than not inactive impact on our health and activities, such as wellbeing. watching television or movies Occupational Health and Safety legislation q people are often working means that the health of long hours in mentally employees is, in fact, a and physically demanding duty of care for employers. positions Your health and wellbeing program will assist by q many employees have contributing to these legal limited leisure-time responsibilities. during the working week

q it is common in many families for both parents to be employed outside the home, which results in an emphasis on doing domestic activities outside of work hours

q many people hold down more than one part-time job. a resource kit for workplace health & wellbeing programs • s2:3

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1.2: The Workplace Impact

The increase in preventable disease and workplace injury, resulting from unhealthy living and low levels of physical activity, are a major cause of workplace absence or disruption in today’s workforce. 1.3: The Tasmanian Perspective Across Australia, increases in the prevalence of degenerative disease and the ageing population have Seven out of every ten Tasmanians4 do heightened the need to change lifestyle behaviours and increase physical activity levels. The workplace is a critical not undertake sufﬁ cient physical activity setting for such change. to meet the National Physical Activity Guidelines5 of at least thirty minutes of An employer will beneﬁ t from the improved health and wellbeing in the workplace through reduction of the moderate physical activity on most days economic costs associated with high levels of sick leave, of the week. The direct health care cost of workplace accidents, poor productivity and increasing physical inactivity nationally is $377 million health-related litigation. per annum.6

The impact of poor health and wellbeing in the workplace is felt across Tasmania, through reduced productivity, high stress levels, poor job satisfaction, increased sickness and high staff turnover.

With an ageing population, major state and national skill shortages and spiralling health costs, it is clear that Tasmanian workplaces will need to take the promotion of health and wellbeing very seriously.

In a 2001 survey of 220 Tasmanian employers, 75 per cent indicated that they regarded physical activity for employees as important or very important.7

A survey conducted by the Tasmanian chamber of commerce found that “Tasmanian employers take the health and ﬁ tness of their workers seriously and recognise the link between healthy workers and successful businesses.”8 s2:4 • get moving at work

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1.4: The Australian Perspective

A study undertaken by Medibank Private revealed that the “…healthiest Australian employees are almost three times more productive than their unhealthy colleagues.”2

COMPARISON OF THE AUSTRALIAN WORKER2

Unhealthy: Healthy: – 18 days annual sick leave – 2 days annual sick leave – Self-rated performance of – Self-rated performance of 3.7 out of 10 8.5 out of 10 – 49 effective hours worked – 143 effective hours worked (full-time) per month (full-time) per month

q High fat diet q Healthy diet

q Low energy levels and q Fit, energetic and alert poor concentration q Normal body weight q Obese or overweight q More attentive at work q Irregular sleep patterns and better sleep patterns

q Poor stress management q Actively manage stress techniques levels a resource kit for workplace health & wellbeing programs • s2:5

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Part 2: A sound investment

2.1: The Workplace - ‘An Ideal Setting’ THE BENEFITS ASSOCIATED WITH THE PROMOTION OF HEALTH AND WELLBEING Workplaces across Tasmania are recognising IN OUR WORKPLACES INCLUDE: the importance of health and wellbeing to q increased productivity q reduced employee productivity and proﬁ tability. Like their turnover counterparts, both internationally and in q improved staff health and wellbeing q increased return other states of Australia, they can see that on training and the road to improved workplace health and q staff who feel valued development wellbeing is one that delivers greater job investment q increased staff morale, satisfaction, reduced staff-related costs, less satisfaction and q improved corporate absenteeism, reduced staff turnover, higher motivation citizenship and image individual productivity and, ultimately, q decreased stress and q increased ability to higher proﬁ ts. other work-related illness attract new employees

q reduced sick leave q improved industrial relations q fewer worker’s compensation claims q improved alertness and concentration among staff

“Lifestyle ‘risk’ factors such as smoking, drinking, lack of physical activity and excess weight contribute to time away from work. Employee morale and stress in the workforce contribute to absenteeism and sick leave.” 2

The relationship between employee health and wellbeing and workplace performance sends a clear message to Promoting health and wellbeing in the workplace employers that the health and wellbeing of their workforce makes good business sense. is a critical ingredient in management and business success. Management has a unique opportunity to create a culture Not only does it contribute to a positive culture and a at work that supports and encourages such initiatives. workplace surrounded by healthy, happy and balanced employees BUT it also contributes to the bottom line. So the question you might well ask is: Can I afford NOT to invest in the health and wellbeing of my workforce? s2:6 • get moving at work

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2.2: Tasmanian Workplaces ‘Leading the Way’

Many Tasmanian organisations have already recognised the beneﬁ ts of promoting health and wellbeing in the workplace. Like their international counterparts, these workplace environments are providing supportive, coordinated and encouraging initiatives designed to improve the health and wellbeing of their employees.

Zinifex Tasmania has recognised the need to move As joint winner of the “The workplace was beyond the ‘disposable asset’ view of people. “We want to 2006 Workplace Safe Awards transformed in terms care about them in and out of work.” Reference: Case Study – Best Workplace Health of health interest and – Zinifex, Rosebery Mine. and Wellbeing Program, knowledge and the holistic Zinifex Rosebery mine, approach witnessed the A Tasmanian call centre has reported that their program has located on the west coast active involvement of been instrumental in reducing ‘lost-time injury-frequency’ of Tasmania, is able to go spouses, families, schools by 50 per cent. Reference: Case Study – Call Centre. further in involving the and the local community.” local community. Reference: Case Study Our Tasmanian Department of Police and Emergency – Zinifex, Rosebery Mine. Management highlight their impetus for establishing a With absenteeism health and wellbeing program: “If you’re not genuinely amounting to 8 to 10 per concerned about the health and wellbeing of your cent of all labour costs and employees and invest energy into the whole person, you musculo-skeletal injuries may get compliance but not commitment.” Reference: Case contributing to 42 per Study – Tasmanian Department of Police and Emergency cent of workplace injuries, Management. they became proactive in promoting healthy lifestyle By promoting positive, healthy lifestyle behaviours choices. Tasmanian workplaces are playing a major role in the prevention of chronic disease and, in doing so, can also beneﬁ t from a more positive workplace and community The emerging importance of workplace health and culture, a reduction in workplace absenteeism and wellbeing programs is highlighted by the introduction of increased productivity. award programs such as:

For more information on these and other case studies, q The Workplace Safe Awards – Best Workplace Health and see the Case Study section of this kit. Wellbeing Program category

q The Employer of Choice Awards

(see the Resources section for further information on these awards) a resource kit for workplace health & wellbeing programs • s2:7

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2.3: Australian and International Results 2.4: Reaping the Beneﬁ ts

National and international studies provide A shift in corporate philosophy that compelling evidence supporting the embraces health and wellbeing will lay a value of workplace health and wellbeing foundation for success. Such a philosophy is initiatives.9,10,12 This evidence supports underlined by the following principles: the impact such initiatives are having on physical, mental and social wellbeing q an organisation’s most q a company with precious resource is its healthy employees amongst employees. people will impact positively on its community and q concern and care for the customers health of people is a key to business success q optimal employee health is consistent with q employee health is business excellence an integral part of the business and is built on q people adopt values that the belief that all injuries are emphasised by their - and most illnesses – are organisational leaders preventable q every employee at every q healthy employees level has responsibility contribute signiﬁ cantly for creating a healthy to an organisation’s work environment and competitive position promoting healthy lifestyles.

An examination of Australian workplaces found:12 q Organisations which q Productivity gains implement health of up to 15 per cent promotion strategies in can be achieved by the workplace can reduce upgrading the workplace their employees health environment risk factors by up to 56 per cent q The average worker is up to seven per cent less productive because of their health risks. s2:8 • get moving at work

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2.5: Attract and Retain the Best People

Attraction and retention of staff is a critical issue for Tasmanian organisations facing skill shortages or looking to engage the best staff.

Build your reputation as an employer focused on the Confront the skill health and wellbeing of your staff and you will beneﬁ t from shortage – engage the retention and engagement of high quality employees the best staff – build that want to work in an environment that is interested in their health and wellbeing. your reputation – retain your As an employer that encourages health and wellbeing most productive you will not only stand out as an employer of choice, but it’s likely your bottom line will reﬂ ect the increased employees and productivity within the workplace. improve your corporate image. a resource kit for workplace health & wellbeing programs • section 3

YOUR DETAILED GUIDE

3. Your detailed guide

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Introduction The following section is focused on developing a comprehensive workplace health and wellbeing program. Organisational commitment and support, together with a structured framework to successfully develop and implement the program are critical to your success.

This section comprises A workplace health and wellbeing program refers three parts: to activities or initiatives undertaken within the workplace that are designed to impact positively on the general health part 1: and wellbeing of workers. In some instances, such programs may also impact positively on the general health and Setting the Foundation wellbeing of the associated families of these workers. – getting the commitment, promoting the beneﬁ ts, It is important to highlight that workplace health and identifying the needs and wellbeing programs will differ in cost, size and the range setting the benchmarks. of initiatives between organisations. A simple program, as outlined in Your Simple Guide, can be implemented with part 2: little or no cost, while a more detailed program may be the result of a substantial investment. Constructing your Health and Wellbeing Program - identifying suitable Health and wellbeing is deﬁ ned by the initiatives. World Health Organisation as; “… a state part 3: of complete physical, mental and social

wellbeing and not merely the absence of Managing your program. disease or inﬁ rmity.”11 s3:2 • get moving at work

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Part 1: Setting the foundation

Setting the foundation is easy if you remember the following steps:

1. Establish commitment, especially from management within your workplace

2. Promote the beneﬁ ts to employees and management

3. Look to build a picture of the health and wellbeing issues currently impacting on employees

4. Take into account your workplace environment, including infrastructure, polices and procedures.

Let’s have a closer look at these steps! a resource kit for workplace health & wellbeing programs • s3:3

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1.1: Establish Organisational Commitment

Building support for your health and wellbeing program is an important place to start. This commitment is the foundation for any health and wellbeing program. Three groups within the organisation should underline this commitment.

They include:

1. management and the leadership group - should demonstrate their commitment to the program 1.2: Promote the Benefi ts 2. a key individual (or group) - must be prepared to drive the health and wellbeing program. This person must become the champion that provides the energy The success of your health and wellbeing and motivation to drive the initial impetus and ongoing program will be a direct refl ection on the commitment. This person may be given the responsibility enthusiasm of employees. Programs should of program administration and coordination therefore be introduced and promoted from 3. a committee - in larger organisations a committee the perspective of employees. representative of different interest groups within the organisation should ideally be charged with Employees are unlikely to be interested in the corporate the responsibility of program planning and policy benefi ts of a health and wellbeing program. Communicating development. This may be either a new committee or an a message that clearly outlines the benefi ts to them is a key existing committee. element in setting the foundation.

Some messages that are important to communicate to the employee are; how the program is designed to improve their health, how they can access important information and how you will deliver the ﬂ exibility and opportunity for them to become more active and healthy.

These messages are more likely to build support and overcome reluctance, or even suspicion. A failure to engage employees in the development of the program is likely to create barriers. Without employee involvement during the foundation stage the program is less likely to succeed. s3:4 • get moving at work

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1.3: Identify the issues and establish your Other measures you may IMPORTANT NOTES want to use to evaluate benchmarks the progress of your It is vital the collection of program include sick leave, information to identify It is important that your program is absenteeism, medical issues and measure designed to address the issues and needs assessments, fi tness program performance is testing or progress against of your employees. A simple staff survey is done in a way that does the workplace audit tool, not impinge on employee one way to identify the health and wellbeing discussed in the following privacy. A high level of issues facing staff. section. sensitivity should be given to personal health Information obtained from information. employee surveys, or other An organisation should measures, must be used not have access to or by the organisation to collect identifi able identify issues across the individual information. employee group and not used by the organisation to All care should be taken identify issues for specifi c to ensure individual individuals. Support for employees do not feel staff to identify individual alienated if they are unable issues (e.g. health checks), to participate in your can be done as part of your program for any reason. By program, in a confi dential developing your program environment with trained based on employee issues professionals. you will decrease the An employee health and wellbeing survey will allow chances of this happening. you to identify the key issues for staff and help you include initiatives in your program that are suited to their needs. Make health and This will increase the likelihood of your program making a wellbeing choices difference and increase staff involvement in the program. easy choices To reassure staff and to encourage honest answers, surveys should be completed anonymously.

An example employee health and wellbeing survey is included in the Resources section of this kit. Remember that ultimately, the organisation can only educate and provide opportunity. It is the employee that Conducting an employee survey every 6 to 12 months is must choose their lifestyle. However, the organisation also one way to evaluate the progress of your program. can undertake many activities that help make health and This evaluation will help you to continually improve your wellbeing choices easy choices. program content and make sure it is making a difference. An active communication and education program, along with ongoing encouragement and a supportive culture, are critical factors inﬂ uencing motivation and sustained participation. a resource kit for workplace health & wellbeing programs • s3:5

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1.4: Assessing Your Workplace

Your existing workplace environment (e.g. infrastructure, policies, and procedures) will play a part in the kinds of activities chosen for inclusion in a health and wellbeing program. There will be areas within the physical environment that make it easy to conduct particular activities. For example, a multi-story building may provide an opportunity for a ‘take the stairs’ program, or the existence of shower facilities may make it easier to promote a ‘bike to work’ initiative.

On the other hand, the absence of these characteristics To assist in the evaluation may make it difﬁ cult to include all suggested activities of your workplace, a generated from employee surveys. For example, if a large ‘workplace audit’ tool number of employees showed an interest in a ‘bike to work’ has been included in the initiative or a lunch time walk/run, the existence of bike Resources section of racks, a shower and change room facilities becomes an this kit. It will assist in important part of the decision making process. Without identifying existing levels these the option is impractical. of support, along with barriers that might exist Listed under 2.3 Multi-Level Approach is a range of in the workplace physical environmental factors that you might take into account. We infrastructure, policies or refer to this approach as taking a ‘multi-level’ perspective. general procedures. Simply put, it means taking into account your workplace and other factors that are likely to impact on the decisions Remember to consult you make as you establish your health and wellbeing with employees in the program. workplace in order to identify their physical activity preferences. Once you have done this, you will need to ﬁ nd a balance between these preferences and what is practical in your physical environment. s3:6 • get moving at work

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A CHECKLIST FOR ‘SETTING THE FOUNDATION’

✓ Do we have a ✓ Do we have an ongoing commitment to communication process the program from that invites feedback management and and encourages staff? participation?

✓ Do we have a health ✓ Have we found out and wellbeing what the health and champion to drive the wellbeing issues are for program forward? staff?

✓ Have we established a ✓ Have we assessed the person (or committee) workplace environment You might consider a responsible for (policies, procedures, Health and Wellbeing coordination and infrastructure) Policy containing: administration? prior to program implementation? q a documented ✓ Have we declaration of the communicated ✓ Have we established organisation’s program detail and program benchmarks commitment to health direction to staff and to allow for ongoing and wellbeing sought their input? measurement of progress and q clearly deﬁ ned program improvement? objectives that are both realistic and easily measured

q an outline of the various responsibilities for key groups, such as management, organising committee, employees and external providers.

For a guide on how to develop a Health and Wellbeing Policy please see the Resources section of this kit. a resource kit for workplace health & wellbeing programs • s3:7

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Part 2: Constructing your Health and Wellbeing Program

2.1: A Planned Approach Promote Your Program: Looking Beyond the Internal promotion needs Workplace: to be sustained to build As part of your planning, The implementation of a health and interest and participation. consider the employee’s wellbeing program needs to be well planned. Communication should broader environment. Taking into account the issues discussed focus initially on the overall There may be benefi ts to health benefi ts, followed be gained from involving previously in Setting the Foundation, the by strategies designed to the family in selected next step is to establish a clear outline for address specifi c workplace workplace strategies. A the future. This planned approach should health and wellbeing issues. good example of this was the invitation of family and include setting some program objectives Variety and Choice: also community members – decide what you want to achieve through The program should to a workplace health and your health and wellbeing program. You provide some variety to wellbeing forum conducted cater for differing individual by Zinifex Tasmania and might include some timelines and select the interests. It should include hosted by AFL great and strategies you intend to use in your program. an educational component Tasmanian-born, Alistair as well as the practical – Lynch. Reference: Case ‘action strategies’, designed Study – Zinifex, Rosebery You need to decide on a starting point and make sure this to change behaviour. Mine is communicated clearly to employees. Your plan should offer opportunities for immediate implementation as well Building Knowledge and Points to Remember as some longer-term strategies. Awareness: The key to good planning Whilst your program is to take the time You might like to include an offi cial should include a mix of to understand your launch, which creates some initial strategies, it is often good workforce, their interests to incorporate education and any special health momentum and emphasises the support initiatives to support the and wellbeing issues. of management. action initiatives. These Take into account your education initiatives workplace environment will outline why health and any particular positive and wellbeing in the or negative features. workplace is important. Communicate the benefi ts They can be in the form of of the program to all seminars, workshops or staff so they have a clear simply the dissemination understanding. Once you of information on specifi c have done this, you are in a health and wellbeing issues better position to establish such as nutrition, hydration a way forward: one that is and exercise. tailored to your workplace. s3:8 • get moving at work

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2.2: Building Knowledge and Positive

Attitudes

Creating Awareness: A fundamental part of any health and wellbeing program is the contribution it makes to an individual’s knowledge and understanding of their own health and wellbeing. This knowledge, together with the implementation of popular initiatives will create the necessary awareness to change attitudes and encourage involvement.

Changing Behaviour: Great options to consider as part of any program are Building Positive Attitudes: initiatives that address the Building knowledge and an The lasting value of any health and knowledge and attitude improved understanding wellbeing program is its capacity to ‘gap’. of the importance of change behaviour. health and wellbeing are These initiatives generate important in changing behavioural change and attitudes. Promoting a promote lifestyle changes. positive outlook that Points to Remember This knowledge becomes highlights the beneﬁ ts Make sure your program is designed to create awareness the driver for making of physical activity and and build knowledge and understanding. This will be the correct lifestyle choices associated health and key to changing attitudes, encouraging participation and around eating, sleeping, wellbeing is important achieving the behavioural change that will extend the exercise, time management in creating improved program’s beneﬁ ts beyond the workplace. and so on. awareness about the negative and positive Initiatives that provide the factors that impact on motivation to encourage health and wellbeing. behavioural changes are more likely to impact beyond the workplace and for longer periods of time. a resource kit for workplace health & wellbeing programs • s3:9

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2.3: A Multi-level Approach ENVIRONMENTAL FACTORS TO CONSIDER INCLUDE: When designing a health and wellbeing program in the workplace, consider The Individual: happening around your Understanding the existing workplace, potential implementation from a ‘multi-level’ levels of fi tness, knowledge, government or community perspective. This simply means confi dence and general initiatives, or even other acknowledging the broader workplace wellbeing of employees. The organisations in your general wellbeing of your industry or divisions environment and how this is likely to impact workforce can be identifi ed within your organisation. on health and wellbeing. by using the employee survey tool, or something Policy Environment: similar. Understanding existing A program that considers all the various factors organisational and infl uencing the employee and his or her participation is The Social Environment: government policies on more likely to succeed. Understanding the existing health and wellbeing. corporate culture, social Existing policies, be relationships and general they organisational or social infl uences within government, can impact the workplace. This can on your program, so it is be achieved by using the useful to consider these workplace audit tool or as part of the broader your own resource. environment.

The Organisational The value of this type of Environment: environmental approach Taking into account is that it allows you to the organisation’s account for any important infrastructure, the views of issues within the broader management and general environment when support from the leadership introducing your health group. This can be achieved and wellbeing program. by using the workplace This will ensure it is audit tool or your own pitched correctly, that resource. it reaches the largest number of employees and The Community that it promotes a cycle of Environment: continuous improvement. Understanding the organisation’s external partners and stakeholders, such as community groups and government. This might mean reﬂ ecting on what is s3:10 • get moving at work

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2.4: Exercise Your Options A CHECKLIST FOR ‘CONSTRUCTING YOUR HEALTH AND WELLBEING PROGRAM There are numerous options to consider ✓ ✓ in assembling your workplace health and How are we going to Does our program promote our program? respond to the wellbeing program. employee issues ✓ How does our program and workplace audit cater for a range of identiﬁ ed in ‘Setting individual needs? the Foundation’?

✓ Does our program have ✓ Does our program a mix of education and build on the strengths action-based initiatives? of our existing resources? ✓ Is our program based on a ‘multi-level’ approach ✓ Does our program to the workplace meet the needs of as environment? many employees as possible and recognise varying attitudes and preferences?

Many initiatives are inexpensive and easy to implement. In the Resources section of this kit there is a selection of initiatives for consideration. These are, of course, not exhaustive and your options may be as varied as the different workplaces and people that work in them.

The Case Studies section of this kit also provides interesting reading, with many Tasmanian organisations having already discovered innovative ways to build health and wellbeing programs in their workplaces. a resource kit for workplace health & wellbeing programs • s3:11

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Part 3: Managing your program

Program Implementation Good administration and program Typically, a program (coordination of activities): coordination are important to the success of evaluation will enable an organisation to: a workplace health and wellbeing program. This is all about ‘making it happen’. It requires These tasks don’t have to be complicated, q determine if a program leadership to manage but they will help with your planning and has been implemented as program activities, planned program delivery. including timing, roll-out and the recruitment of q identify opportunities participants. This stage Managing your program Let’s have a closer look at for improvement in the requires energy and includes three key these tasks: program enthusiasm and regular areas: program design, communication. A mix of program implementation Program Design: q assess if a program is strategies that include (coordination of activities) attracting the volume health and wellbeing and program evaluation. This includes the selection of participants that it awareness and education, of activities to be intended together with practical The maintenance of a sound conducted in the health initiatives, should be q record-keeping system and wellbeing program. document changes in considered in a planned and coordination of risk- The choice of initiatives health and wellbeing and structured manner. See management strategies, in should be in response attitudes Constructing Your Health association with program to individual employee and Wellbeing Program for q delivery, are important interests and needs. The assess the perceived more information. elements of administration. workplace environment value and overall is also a key determinant employee and Program Evaluation: For a Tasmanian call of program design and management satisfaction centre, its program should refl ect the social, This may be based on q identify the health design resulted from an organisational, community the initial employee outcomes of a program, initial on-site ‘Toolbox and policy infl uences survey and workplace as they relate to sick leave Meeting’. A sub- on implementation. The audit, along with ongoing and absenteeism rates committee of the existing size of the organisation, program evaluations. It occupational health number of employees and can include evaluation of q determine the cost- and safety committee availability of resources are the organisation against benefi t of a program was established and all important to consider productivity, benchmarks included representatives during program design. See for sick leave, employee q determine if a program from management, the the Getting Started section turnover and health and has met its quality existing committee, and for more information. wellbeing, or satisfaction assurance criteria employees, ensuring all surveys. See Setting the employee groups were q Foundation for more establish whether an represented. Reference: information. ongoing commitment to Case Study – Call Centre. the program is justifi ed. s3:12 • get moving at work

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Program Recordkeeping:

This includes the maintenance of program records such as initiatives conducted, levels of interest, outcomes and general details. This information is valuable as an ongoing management tool and for program evaluation purposes, particularly for larger organisations conducting more sophisticated programs over multiple sites.

Risk Management A CHECKLIST FOR Strategies: ‘MANAGING YOUR PROGRAM’

Developing safety and The size of an organisation, ✓ Do we have someone, ✓ Are employees emergency procedures and the capacity to allocate or a group, to undertake regularly consulted minimising risk associated resources and the scope of program management and provided with with program delivery is an the program are variables and coordination? feedback on prior important part of program that impact on the level of and/or proposed management. A risk-free management a program ✓ Has the design of our initiatives? environment is not possible, requires. For a small program taken into but you can manage the organisation wishing to account the availability ✓ Do we know if our risk associated with your adopt only a few targeted of sufﬁ cient resources? program is making a health and wellbeing strategies, the level difference? program, just as you would of resources required ✓ Do we have someone to with other aspects of your will differ from a larger provide the leadership ✓ Do we know what organisation. organisation looking to and coordination of needs to be changed introduce a comprehensive individual strategies? with our program? workplace health and wellbeing program. ✓ Is there a record-keeping ✓ Is there a risk- system of prior and/or management plan proposed health and in place, including wellbeing initiatives? emergency response procedures? a resource kit for workplace health & wellbeing programs • section 4

RESOURCES

4. Resources

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THIS SECTION INCLUDES:

This section provides a range of guides 1. Health and wellbeing providers and tools to assist you in implementing a health and wellbeing program within your 2. Health and wellbeing award programs in workplace. Tasmania

3. A sample health and wellbeing mission statement

4. A sample health and wellbeing policy

5. A list of initiatives to get you started

6. An Employee Health and Wellbeing Survey

7. A Workplace Audit Tool s4:2 • get moving at work

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1. Health and wellbeing providers

These providers are grouped by topic areas, for easy reference.

The following is a list of government and ‘not-for-proﬁ t’ organisations that are able to contribute to your health and wellbeing program. This list is not exhaustive and you are encouraged to consider these as a starting point.

Information on private providers of health and wellbeing services is available on the Tasmanian Government’s on-line business directory, BizTas.

To register your organisation as a provider of health and wellbeing services, please visit the BizTas website at www.biztas.com

CHRONIC DISEASE PREVENTION PROVIDERS

ORGANISATION WEB ADDRESS PHONE NUMBER SERVICES

Heart Foundation www.heartfoundation.com.au (03) 6224 2722 Information on heart health and Heart Foundation events.

Arthritis Tasmania www.arthritistasmania.com.au 1800 011 041 Tasmania’s central on-line source of information on arthritis, osteoporosis and associated conditions.

Diabetes Australia – Tasmania www.dhhs.tas.gov.au/services/ (03) 6233 3185 A not-for-proﬁ t organisation, whose key view.php?id=2230 focus is to improve the health outcomes of people with diabetes and to improve the quality of life for people with diabetes and their families and carers.

Diabetes Education Services: www.dhhs.tas.gov.au/services/ South: (03) 6222 8403 Teaches clients about the use of diabetic view.php?id=589 North: (03) 6348 7815 equipment and provides in-service sessions Nth West: (03) 6430 6583 and support to community education support groups and a range of diabetes education programs.

The Asthma Foundation of www.asthmatas.org.au/ 1800 645 130 Provides information and contacts for Tasmania people with asthma.

www.cancertas.org.au 13 11 20 Provides information, services and The Cancer Council Tasmania fundraising for cancer related diseases. a resource kit for workplace health & wellbeing programs • s4:3

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GENERAL HEALTH PROVIDERS

ORGANISATION WEB ADDRESS PHONE NUMBER SERVICES

Division of General Practice www.gp.org.au/tas.html South: (03) 6234 4230 Aims to improve health through general North: (03) 6331 9296 practice. Nth West: (03) 6432 1440

The Department of Health and http://www.dhhs.tas.gov.au/ 1300 135 513 Provides information on the services funded Human Services healthyliving/ by the Department of Health and Human Services.

Breast Screen Tasmania www.dhhs.tas.gov.au/services/ 13 20 50 Books appointments and provides view information on the beneﬁ ts of breast screening.

Men’s Health www.dhhs.tas.gov.au/services/ (03) 6223 6900 Provides information on support services, view speciﬁ cally for men.

Women’s Health www.dhhs.tas.gov.au/ 1800 675 028 Provides free and conﬁ dential information Information Line healthyliving/womens/index.php on general health issues and support services for women.

Women’s Health Program www.dhhs.tas.gov.au/services/ South: (03) 6222 7211 Provides information and services, view.php?id=363 North: (03) 6336 2401 speciﬁ cally for women. Nth West: (03) 6440 7131 Toll-free: 1800 675 028

ALCOHOL AND DRUG (INCLUDING SMOKING)

ORGANISATION WEB ADDRESS PHONE NUMBER SERVICES

Alcohol and Drug Information www.dhhs.tas.gov.au/services/ 1800 811 994 Provides information, referral services and Service view.php?id=354 assessments on alcohol related issues.

Quit Tasmania www.quittas.org.au (03) 6228 2921 Provides resource material and group Quitline: 13 78 48 sessions to workplaces and information and advice on quitting for individuals. s4:4 • get moving at work

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NUTRITION

ORGANISATION WEB ADDRESS PHONE NUMBER SERVICES

Eat Well Tasmania www.eatwelltas.com.au (03) 6223 1266 A state-wide program that provides support and assistance for activities or projects that promote enjoyable, healthy eating. Eat Well Tasmania has available an Eat Well @ Work resource.

Community Nutrition Unit, www.dhhs.tas.gov.au/ (03) 6222 7222 Works with communities to improve The Department of Health and healthyliving/nutrition/index.php nutritional and food related health. Human Services

Nutrition Australia www.nutritionaustralia.org (03) 9650 5165 Provides nutrition information, including (Tasmania is currently being the frequently asked questions on their managed by Victoria) website. It has also developed some presentations on nutrition in the workplace.

Heart Foundation www.heartfoundation.com.au (03) 6224 2722 Provides healthy catering guidelines for workplace meetings and cafeterias.

Dietitians Association of www.daa.asn.au (02) 6282 9555 Provides information on how to access an Australia (DAA) APD (Accredited Practising Dietitian) in your area. An APD can run nutrition sessions for staff or review menus.

Move Well Eat Well, The www.education.tas.gov. 1300 135 513 Offers a guided investigative and problem- Department of Education au/school/educators/health/ solving process that encourages and movewelleatwell supports professional learning around physical activity and nutrition. a resource kit for workplace health & wellbeing programs • s4:5

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MENTAL HEALTH

ORGANISATION WEB ADDRESS PHONE NUMBER SERVICES

Lifeline www.lifeline.org.au/ 13 11 14 Offers the community a range of services, including telephone counselling, visiting programs and victims of crime services.

Mental Health Services www.dhhs.tas.gov.au/services/ (03) 6230 7736 Works with customers, carers and the view broader community to treat, support and manage mental disorders – to maximise mental health, wellbeing and quality of life for people with a mental illness.

PHYSICAL ACTIVITY

ORGANISATION WEB ADDRESS PHONE NUMBER SERVICES

Premier’s Physical Activity www.getmoving.tas.gov.au 1800 252 476 Provides information on physical activity Council beneﬁ ts, recommendations and physical activity events.

Fitness Tasmania www.ﬁ tness.org.au 1300 211 311 Provides access to: • Registered Fitness Professionals (instructors and trainers). • Recognised Fitness Providers (ﬁ tness centres, health clubs and gyms).

Sport and Recreation Tasmania www.development.tas.gov. 1800 252 476 Provides information on sport and au/sportrec recreation providers and opportunities in your area.

Healthy Living www.dhhs.tas.gov.au/ 1300 135 513 A site providing a wealth of information on healthyliving/exercise/ healthy living in Tasmania, for people of all ages. s4:6 • get moving at work

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2. Health and wellbeing award programs in Tasmania

Workplace Safe Awards: Employer of Choice:

A category for Best Workplace Health and Wellbeing Program The Department of Economic Development has introduced is included in these annual awards. The category recognises an Employer of Choice initiative, which recognises the positive impact of a newly-implemented health and employers that adopt modern work practices and promote a wellbeing program in a workplace setting. Organisations work/life balance as part of a strategy to attract and retain that have introduced programs are encouraged to enter. workers.

For further information, please visit: For further information, please visit: www.workcover.tas.gov.au www.development.tas.gov.au/employerofchoice/EoC.doc

These awards are a great way for organisations to join with others in competing for best-practice health and wellbeing programs.

3. A sample health and wellbeing mission statement

The following is an example of a mission statement that your organisation could use as part of establishing your health and wellbeing program:

“To create a happy workplace environment where the health and wellbeing of employees is highly valued - an environment sensitive to issues around health and wellbeing that provides both ﬂ exibility and opportunity to encourage employees to adopt healthy living practices.” a resource kit for workplace health & wellbeing programs • s4:7

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4. A sample health and wellbeing policy

A workplace policy focused on health and wellbeing provides a clear and positive statement underlining the value the organisation places on the health and wellbeing of its workforce. It serves as a very practical and formal way of making a statement: that the organisation is serious about the health of its employees.

A function of the health and wellbeing committee, Sample policy objectives Sample policy actions if you have one, might be to create a policy that is acknowledged and supported by senior management within q To raise awareness The organisation will: the organisation. Once signed, the policy becomes a key within the workplace (identify specifi c actions element in the foundation of your program. All employees about issues that your organisation will should then be made aware of the policy and its intent. impact on health and undertake). wellbeing, including This policy may become part of your existing occupational the health benefi ts of Sample policy health and safety policy manual and the organisation’s physical activity and the communication induction process. health risks of physical inactivity. All existing employees Your policy might contain: will be made aware of this q To promote and policy and its provisions q a documented declaration of the organisation’s encourage participation via mediums, such as commitment to health and wellbeing in workplace health and the organisations notice wellbeing initiatives board/intranet/email q clearly defi ned program objectives that are both realistic within and outside the system. and easily measured. workplace. All new employees will be q To educate employees made aware of this policy about issues related to as part of the formal health and wellbeing. induction process.

Sample policy review

This policy will be reviewed every 12 months. s4:8 • get moving at work

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5. A list of simple initiatives to get you started

Introduction HEALTH AND WELLBEING INITIATIVES The range of initiatives you might consider for any health and wellbeing program is Promoting Physical Activity unlimited. It is always good practice to seek q Provide support and q Provide details or maps feedback within the workplace to ensure encouragement in of suitable lunch-time your initiative will meet the particular needs the establishment of walking routes to of the workplace, employee interests and organisational sport or promote walking/ recreation teams. jogging. available resources. q Encourage and facilitate q Establish a ‘Walk

The following examples are just a few of the types of active commuting to and Challenge’, such as the initiatives you might consider. Don’t restrict yourself to from the workplace, such Launceston City Council these, but use them as a starting point. as walking or cycling. and call centre case studies. q Remember that it is good practice to include education Subsidise memberships q initiatives to support the action initiatives. to selected facilities Promote activities, such that promote health and as walking the stairs

Let’s have a look at some examples of health and wellbeing wellbeing, such as gyms. instead of taking the lift. initiatives. You might like to consider these or come up with q your own ideas. Target speciﬁ c groups (sedentary), e.g. ﬁ tball for women/martial arts for men.

q Have a central point for activity, where changeover of shifts occur e.g. call centres.

q Support ‘champions’ to lead activity groups.

q Provide incentives to promote physical activity, such as ﬂ exible work hours.

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Education and Training

q Host workplace seminars q Host on-site visits q Promote opportunities and activities designed from specialist for participation in to improve awareness medical, nutritional, health and wellbeing of issues around health ﬁ tness and other initiatives. and wellbeing, such professionals designed as smoking, diabetes, to build awareness and q Use promotional and prostrate cancer, knowledge about health motivational posters mental health, fatigue and wellbeing. encouraging employees management, hydration, to make active choices, the impact of alcohol q Host on-site visits such as using the stairs consumption, smoking, from health related in preference to lifts or sleep patterns and organisations, such as the escalators. nutrition. Heart Foundation. q Liaise with q Provide educational q Establish employee external providers material and other ‘coaching’ sessions and government resource information around key health issues, departments to access on health and wellbeing such as diabetes, prostate information, resources issues. cancer, mental health, and expertise. breast cancer and fatigue management. q Establish a physical activity notice board or circulate opportunities to staff via newsletters, pay slips and memos. s4:10 • get moving at work

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Workplace Nutrition and Hydration

q Access information from q Provide an alternative to guidelines to review the Eat Well Tasmania, fundraising chocolates. your menu, and advise Eat Well @ Work Resource Ask the charity or on how to provide and at www.eatwelltas.com.au staff member who promote healthy food brings the chocolates and drink choices for q Develop a nutrition policy in to consider using a staff. for the workplace that healthier fundraiser. If might include the use of the chocolate box doesn’t q If you have employees ‘heart-friendly’ foods. disappear, then have the who do a lot of travel fresh fruit bowl standing within the state, q Provide access to fress right beside it. consider marking out or ﬁ ltered water to cafes and takeaways encourage appropriate q Consider providing free that provide healthier hydration. or at-cost alternatives to options and provide tea/coffee (such as herbal employees with q Allow water bottles at teas). information on making desks. healthier food choices q Collaborate with nearby when eating out. q Request food suppliers cafes, takeaways and to provide foods of other food vendors to q Promote healthy nutritional value. offer healthy foods and eating for staff using promote nutritious the Dietary Guidelines q Change canteen menus, specials, at reasonable for Australians and where appropriate. prices. Australian Guide to Healthy Eating. q If you have vending q Provide a dedicated machines, stock them eating area that is q Put up posters of with healthier food and inviting to encourage delicious, fresh produce drink items. staff not to eat at their or motivational desks. Make sure this posters about eating q Encourage staff catering has a refrigerator, a more vegetables, for meetings to meet microwave, toasted being more physically healthy catering sandwich maker and active, or distribute guidelines. other key items identiﬁ ed this information in by staff. staff newsletters or on q Provide a fresh fruit bulletin boards. bowl in the meeting or q If you have a staff lunchroom (free or at cost cafeteria, get an q Offer coupons for fruits price). Accredited Practising and vegetables as Dietician (APD) or use rewards. the healthy catering a resource kit for workplace health & wellbeing programs • s4:11

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Workplace Flexibility q Provide a ﬂ exible work environment that is designed to facilitate health and wellbeing

activities, particularly General Initiatives physical activity.

q Encourage participation q Provide time off for Workplace Health and Wellbeing in external health and physical activity. Facilities/Processes/Policies wellbeing initiatives through subsidisation of q q q Establish a time-off- Provide continuous Establish an on-site gym selected events. in-lieu arrangement review, and improvement for larger organisations.

for individual or group of, workplace practices to q Provide workplace q physical activity. promote improvements Provide bicycle racks massages. that support health and to encourage people to

wellbeing. cycle to work. q Conduct hypertension screening and cholesterol q q Provide on-site facilities Provide employees testing. in support of health and with a pedometer as a

wellbeing activities, such Christmas gift. q Sell the beneﬁ ts to top as showers and change and middle management q rooms to encourage Develop processes that – show the productivity greater physical activity. are consistent with the gains. size and resources of q Ensure that new or the company, which will The list of options could existing workplace make participation in go on! Your choice should practices do not present health and wellbeing be based on the interests barriers to health and initiatives easier for and special circumstances wellbeing. employees. of your workplace. Try to cater for all. Think outside q Develop policies that the square – add to these discourage the eating options and tailor your of food while using program to the needs of computers at desks. your workplace. Good luck! s4:12 • get moving at work

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6. Employee health and wellbeing survey

It is important your program is designed to address the issues and needs of your employees. A simple staff survey is one way to identify the health and wellbeing issues facing staff.

The information from an employee survey along with an understanding of your workplace environment will help you design a successful program.

Conducting an employee survey every 6 to 12 months is also one way in which you can evaluate the progress of your program.

An on-line version of an employee health and wellbeing survey and supporting information is available at: www.getmoving.tas.gov.au

7. Workplace audit tool

Your existing workplace environment (e.g. infrastructure, policies, procedures) will play a part in the kinds of activities chosen for inclusion in a health and wellbeing program.

Understanding your workplace environment, along An on-line version of a workplace audit tool and with information about staff health and wellbeing issues, supporting information is available at: will help you design a successful program. www.getmoving.tas.gov.au

Conducting an audit of your workplace every 6 to 12 months is also one way in which you can evaluate the progress of your program. a resource kit for workplace health & wellbeing programs • section 5

CASE STUDIES

5. Case studies

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Case study: Zinifex, Rosebery Mine Joint winner of the 2006 Workplace Safe Awards – Best Workplace Health and Wellbeing Program

Organisation detail GETTING STARTED Zinifex is located on Tasmania’s west coast. As one of the world’s largest integrated zinc As a strategy to The involvement of these and lead companies the ‘Rosebery’ mine encourage participation in professionals early in their ‘Wellness Program’, the program gave the represents just one part of an international the company invited company a clear picture infrastructure. The mine employs 255 staff. AFL legend, Alistair of their workforce and Lynch, to launch their provided important initial program. Lynch conducted benchmark information Program introduction presentations to all on the general level of employees on-site about the health and wellbeing of Zinifex recognised that in order to remain a world importance of managing Zinifex employees. These leader in zinc and lead production, they needed to their health, his own assessments remain improve performance. In order to do this, the organisation personal battle with chronic an ongoing element of concentrated on lifting workforce productivity levels. The fatigue and the value of the program, providing health and wellbeing of their workforce was paramount if proper health management. regular opportunities for they were to remain a world leader. To enhance the impact of employees to undertake the program, Lynch also health assessments on- With a highly experienced, predominantly male, ageing attended the local school site, and at no cost. workforce, they were experiencing increased workplace and spoke about healthy health issues. Compounding the challenge was the living, in order to engage realisation that these employees were less likely to consider the employees’ children. approaching their health issues in a proactive manner. Absenteeism had become a substantial expense, amounting As part of getting started, to 8 to 10 per cent of all labour costs. With musculo-skeletal the company invited, during injuries on-site contributing to 42 per cent of workplace normal working hours, injuries, it was necessary to become proactive in promoting medical practitioners to healthy lifestyle choices. conduct employee health assessments. These were The objective of the health and wellbeing program was to complimented with visits build greater health awareness around work and general by occupational physicians quality of life. This objective linked directly to improved and exercise physiologists. business performance and a culture that empowered all levels within the business to take ownership and control of their own health. s5:2 • get moving at work

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THE BENEFITS ACHIEVED

“The workplace has been more aware of healthy transformed, in terms nutrition, understand sleep of health interest and requirements and how to knowledge.”* manage stress.

Thirty-five per cent The holistic approach has of the workforce has seen the active involvement elected to participate in of spouses and families. the voluntary program The levels of interest and and these workers are, participation are a clear today, more physically indication that employees active and have a better have been empowered to The strategies used understanding of how take charge of their own their bodies function and health and wellbeing. The With a strong focus on injury prevention and management, how to achieve improved support of the workplace ongoing health assessments continue to be an important health and wellbeing. All environment has acted as element of the program. These are conducted by those participating have an initial stimulant and external, expert professionals on-site, to help encourage made positive changes to provides the necessary participation. their lifestyles. They are ongoing support and more physically active, encouragement. In addition, Zinifex has undertaken a range of health education presentations, including: A return on investment q stress management, sleep pattern and nutrition presentations from outside experts “We have already achieved a return on investment– The number of musculo-skeletal injuries has decreased q coaching sessions relating to diabetes, prostate cancer, signifi cantly and unplanned absence has halved.” The mental health, fatigue management, hydration and company has highlighted that the benefi ts are more than physical activity have also been a signifi cant element just economic, with a happier and healthier culture now in the overall knowledge building process of the driving the company forward. “The additional benefi ts program. Families have been encouraged to attend, as of our program have been the improved workforce Zinifex recognises that addressing both work and home engagement, increased morale and teamwork.” environments will contribute to the success of their program. Follow-up information and support is provided A CLOSING WORD through hardcopy handouts and electronic media “Take charge of your life” and “Take nothing for granted” have been the key messages conveyed to staff. At Zinifex, q the company also provides an on-site gym and fi tness they have recognised the need to move beyond the aids, such as fi t balls, weights, thermo-skins and ‘disposable asset’ view of people; “We want to care about compression bandages. them, in and out of work.”

* All quotes are from a senior Zinifex staff member a resource kit for workplace health & wellbeing programs • s5:3

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Case study: Call Centre

Organisation detail GETTING STARTED This call centre refl ects a typical call centre environment. Based in Tasmania, the The program was launched The results of the in 2005, with key staff University study centre represents a national market with hosting an on-site ‘Toolbox provided the initial international connections and employs in Meeting’. A sub-committee benchmark data. Ongoing excess of 450 staff. of the existing occupational questionnaires continue health and safety committee to measure progress was established and included and success. Individual Program introduction representatives from meetings with staff have management, the existing provided additional The impetus to establish a health and wellbeing committee and employees, feedback on various program for this large Tasmanian call centre came from the ensuring all employee initiatives and generated fi ndings of a study conducted by students at the University groups were represented. future ideas. of Tasmania. The students completed a comprehensive examination of the exercise, nutrition and general health habits of employees within the call centre. The results of The strategies used the research identifi ed several worrying health issues.

From this study, the staff within the centre recognised the Initial strategies q Asthma Foundation importance of health and wellbeing and its connection to included an on-site Health presence work performance and overall lifestyle. Many staff had poor and Wellbeing Expo. The dietary habits, many were smokers and a large number did aim of the expo was to q Heart Foundation not regularly participate in physical activity. The nature of support the program presence work within a call centre environment is sedentary, with mission by motivating work tasks repetitive and staff restricted by infl exible work staff through education, q seated massage conditions. promotion and provision of health and wellbeing q hand refl exology Driven initially by staff, in a ‘bottom up’ approach, a activities within the health and wellbeing committee was formed to establish workplace. Funding q foot refl exology a program and to drive it forward. Their mission was to: provided by management “motivate staff through education, promotion and provision was used to engage an q naturopathy of health and wellbeing activities within the workplace”. external provider to coordinate the expo, which q iridology The program objective was to encourage a more active included services such as: workforce. The focus was to improve both the mental q fresh juices and physical wellbeing of employees through organised q health check including workplace activities. Early involvement of staff ensured body mass index, blood q eye tests. a sense of ownership and commitment. The program was pressure and blood publicly supported by management. glucose checks s5:4 • get moving at work

YOUR SIMPLE GUIDE YOUR BOTTOM LINE YOUR DETAILED GUIDE RESOURCES CASE STUDIES

Another exciting activity A return on that encouraged an THE BENEFITS ACHIEVED investment increase in physical activity Data from the q was a ‘Walk Around The call increased staff World’ challenge. Staff were centre’s original survey awareness of personal Support was shown by encouraged to walk during conducted in September health issues following the organisation allowing breaks, and to report this 2005 has provided a basis the expo – some staff time- out for the committee activity to a central source for measurement. Results are now receiving to progress the program, that records progress, as after the fi rst year of the treatment for high funding the Health and the employees progressed program saw a decrease blood pressure and Wellbeing Expo, providing on their journey around in undesirable behaviours, diabetes (previously infl uenza vaccinations for the world. Other initiatives such as smoking, and unknown conditions) 109 staff and purchasing a have included: an increase in desirable bike rack. behaviours, such as general q 92 per cent of those q participation in events fi tness. Other benefi ts who attended the expo The program has been such as City to Casino and included: confi rmed they found instrumental in reducing Burnie 10 fun runs, paid the information and ‘lost-time injury-frequency’ for by the employer q 10.5 per cent reduction in sessions useful and 93 by 50 per cent. It was smokers, as a direct result per cent confi rmed they anticipated that personal q weekend bushwalking of the QUIT campaign, were going to use the sick leave would reduce and groups for employees, with other staff reducing information to improve that overall productivity families and friends consumption their personal health would increase. This long- q regular visits from a local and wellbeing term objective is part of the pharmacy, promoting q reports of positive company’s ongoing health health products improvement in eating q increased participation and wellbeing program regularity – breakfast in health and wellbeing today, with the results q participation in men’s consumption increasing activities, both within highly anticipated by all health week and monthly from 62.8 per cent to 73.7 the workplace and involved. fun days to encourage per cent, lunch from 84.9 outside – 33.6 per cent of physical activity during per cent to 90.1 per cent staff are now attending A CLOSING WORD scheduled work breaks and dinner from 87.5 per the gym and 46 per cent The program’s success cent to 97.4 per cent are participating in is refl ected through its q the installation of bike healthy eating programs fi nancial independence. racks, notice boards for q staff confi rming an A lot of effort has gone future events and healthy increase in general q workplace monthly into tailoring activities vending machines regular physical activities are now to employee interests activity, as opposed to accepted as the norm, and needs. “Our program q a two-week program a previously sedentary with good participation committee is very active hosted by QUIT Tasmania lifestyle from 100 to 120 staff within the workplace and we are continually q sale of fresh fruit and q healthy meal options improved staff morale changing and adapting has been identifi ed initiatives based on q company-funded through program feedback from staff.” infl uenza vaccinations participation. (Committee chairperson) q female health days. a resource kit for workplace health & wellbeing programs • s5:5

YOUR SIMPLE GUIDE YOUR BOTTOM LINE YOUR DETAILED GUIDE RESOURCES CASE STUDIES

Case study: Launceston City Council

Organisation detail This case study follows a typical Tasmanian council. Councils in Tasmania are achieving good results with health and wellbeing initiatives. The Launceston City Council is one of the biggest, employing approximately 500 staff.

Program introduction

The impetus to establish a health and wellbeing program came from the individual interest of key staff members. Following a conversation with staff from the Premier’s GETTING STARTED Physical Activity Council, these staff members took on the challenge of being ‘Project Champions’. The role of the ‘LCC Live Life’ was Identifying the existing champions was critical, particularly during the formative launched with the health and wellbeing stages of a program, where energy and passion are so establishment of an internal levels within the important to build momentum. committee comprising workforce is intended representatives from to not only benchmark The program title ‘LCC Live Life’ became the focus, with a human resources, OH&S improvement over time, broad program objective of establishing improved health and Parks and Recreation. but also provide clear and wellbeing throughout the Launceston City Council The program remains messages on the potential workforce. in its formative stages, impact of a variety of pending the completion strategies. A workplace The program gained the support of management and of an electronic workplace audit will support the the initial responsibility was delegated to the project health and wellbeing employee health and champions, ‘the energy source’, in the council’s department survey and workplace wellbeing survey by of Parks and Recreation. The long-term hope is that the audit. These ‘tools’ will providing environmental program will be picked up, and driven by, the council’s allow initial information detail; highlighting human resource division. to be gathered on both those initiatives most employee characteristics likely to ﬁ t within the and organisational detail. council’s physical work A workplace audit will support the These survey/audits will environment. employee health and wellbeing survey by be fundamental to the ongoing measurement of providing environmental detail the program’s success. s5:6 • get moving at work

YOUR SIMPLE GUIDE YOUR BOTTOM LINE YOUR DETAILED GUIDE RESOURCES CASE STUDIES

The strategies used THE BENEFITS ACHIEVED

To date, Launceston City Council has made modest progress, Still being in the early – a pretty amazing effort. pending the availability of electronic survey and audit tool stages, it is diffi cult Between them, they results. Notwithstanding, the council has already identifi ed to assess the overall walked the equivalent of an improved awareness of health and wellbeing within the benefi ts of LCC Live Life. climbing Mt Everest 8.5 workplace. Nevertheless, it is clear times. that even at this early The major intervention so far was entitled the ‘Mt Everest stage there is a growing The ‘Mt Everest Challenge – 2004, 2005, 2006’. This strategy was initiated as awareness of health Challenge’ also provided part of ‘Get Walking Tasmania Week’ and was designed to and wellbeing and the the opportunity for promote the benefi ts of physical activity, as well as promote importance of being employees to participate divisional and cross-divisional teamwork. physically active in the in a fun, social event workplace. The ‘Mt Everest and to mix with other Divisions within the council were asked to register a ‘Get Challenge’ provided the divisions within the Walking’ team and team leader (maximum 10 and minimum opportunity to establish council. The benefi ts three). A list of rules was drawn up and circulated to awareness and will serve achieved in this instance participants, with an outline of smart tips and prizes. Each as a good foundation to are diffi cult to measure, team recorded and tallied the number of minutes walked develop further initiatives. but the social value together, as a team, during the month of October 2006. During the month of is clear. This activity October, council teams contributed to a happier The challenge was won by a team from the Infrastructure tallied a total of 300 hours and healthier workforce. Department, called the ‘infrastrutters’, who were duly presented with a prize and perpetual trophy that will be ‘up for grabs’ again in the next round. Each participant received A return on investment a certifi cate of acknowledgement. Launceston City Council has contributed funds to the early The health and safety committee also successfully lobbied stages of this program, with an approximate contribution the council for bike racks as a strategy to meet the needs of $2 000 in the fi rst year of the ‘Mt Everest Challenge’ of existing bike riders and to encourage others to use this and a further $1 000 in the second year. Time for staff to medium as transport to and from work. work on the program has also been made available in an effort to ensure the program’s success. Given the lack of The council has also been very active outside their own available hard data, pending the results of staff surveys workplace by building health and wellbeing strategies and workplace audits, it is too early to identify a return on within the community. ‘Active Launceston’, a program investment. Anecdotal information received so far has been for the community, targeted many different groups and positive and the next stage will help kick-start the program achieved a wide variety of outcomes and benefi ts. completely.

A CLOSING WORD necessary information to ensure that the health and It is the view of the council that best-practice in wellbeing program is tailored to the organisation, its establishing a health and wellbeing program is environment and its employees. This research can also underlined by the research that precedes it. This is serve as a valuable benchmark to measure ongoing particularly the case for larger organisations, where success – ‘are we making progress, can we measure this, an ‘audit’ tool and employee survey can provide the are we able to identify a return on our investment…?’ a resource kit for workplace health & wellbeing programs • s5:7

YOUR SIMPLE GUIDE YOUR BOTTOM LINE YOUR DETAILED GUIDE RESOURCES CASE STUDIES

Case study: Department of Police and Emergency Management

Organisation detail GETTING STARTED The Department of Police and Emergency Management (DPEM) is a Tasmanian The initial focus of the Participants completed program was to establish a an international physical government department, with a mission clear picture of the existing activity questionnaire, “to make Tasmania safe”. ‘status’ of the workforce the Active Australia by checking the general Survey, and provided health of employees and demographic information. The DPEM consists of the Tasmania Police, the State determining how much They were provided with Emergency Service and Forensic Science Service Tasmania physical activity they were a pedometer and asked and employs around 1,245 police ofﬁ cers and 473 State involved in. to record their steps Service and State Emergency Service personnel. The over 14 days. Pedometer Tasmanian Fire Service also reports to the Secretary DPEM; To do this a Community records, along with other however, was not included in this project. Business partnership data, was considered by was established with MRI and feedback letters Program objectives the Menzies Research were provided to each Institute (MRI) in in 2004 to volunteer outlining their The nature of the work carried out by DPEM employees provide expertise in data health check results and exposes them to high stress, infectious and dangerous collection, management feedback on physical situations. As a result, the DPEM implemented a health and analysis of workplace activity levels. A booklet and wellbeing program, recognising that investing in their physical activity produced by MRI entitled employees is investing in their most valuable resource. promotion. The project was Steps to Better Health “If you’re not genuinely concerned about the health titled Pacing the Police. was provided to each and wellbeing of your employees and invest energy participant. into the whole person, you may get compliance but not From a wide range of commitment.” (Scott Wilson-Haffenden, Acting Director of DPEM departments, 175 The research undertaken Corporate Services) volunteers attended by MRI provided the initial a health check, where data that would be used to The DPEM won two National Safety Council Awards in 2001 MRI staff measured the benchmark the progress and 2002. Their challenge was to build further on this success. height, weight, waist during the ﬁ rst stage and hip girths and blood of DPEM’s health and The DPEM ‘Healthy Lifestyle Program’ provided the pressure of participants. wellbeing project. direction that would build on their OH&S program and address employee health and wellbeing in a broader sense. It introduced preventative measures and strategies to improve the lifestyles of employees.

The program’s mission statement is: to provide encouragement, information and opportunities to all employees on the beneﬁ ts of a healthy and balanced lifestyle. s5:8 • get moving at work

YOUR SIMPLE GUIDE YOUR BOTTOM LINE YOUR DETAILED GUIDE RESOURCES CASE STUDIES

The strategies used THE BENEFITS ACHIEVED

Over the following year The results of Pacing the the DPEM implemented Police were positive. The a range of health and results, which compared wellbeing strategies. physical activity, blood These included, ‘step pressure and weight challenges’, hypertension screening, free cholesterol suggested that: testing and support for q employees participating in there had been a decrease community physical activity in smoking rates over the events. Participants were 12 months encouraged to continue wearing pedometers to q 70 per cent of participants monitor their activity. were active compared with 46 per cent of the Twelve months after the general population smoking. The tremendous A return on initial testing, participants value of this data is that investment repeated their health check, q sitting and viewing it provides a very clear with subsequent feedback television decreased message for the future comparing their progress To date, the DPEM have direction of the health with the original ‘baseline invested signifi cantly in q blood pressure decreased and wellbeing program, data’. Participants was also their ‘Healthy Lifestyle the strategies required asked to complete a brief Program’. The program q waist circumference and the benchmark questionnaire to provide remains in a formative decreased in participants. data for ongoing feedback on the overall stage and it is expected measurement. The success program. that the progress made, The joint partnership of this program has had together with future A joint partnership with the with the DHHS delivered further benefi t for the strategies, will result in Department of Health and a greater understanding DPEM, resulting in an a happier and healthier Human Services’ (DHHS) of the nutritional ongoing relationship workforce. Population Health unit benefi ts received from with the DHHS and the was also initiated. The the program. Some of establishment of another A CLOSING WORD objective was to increase the benefi ts identifi ed initiative, entitled: ‘Good The DPEM has established knowledge of the factors, in the employee audit Fuel for Police’. Overall, their program with barriers and enablers process were improved many participants a strong focus on infl uencing nutrition and physical activity levels of indicated that the understanding the other lifestyle behaviours employees, meeting the program motivated existing health and in staff of the DPEM. From national physical activity them to be active and this they would be able to wellbeing characteristics recommendations of infl uenced changes in develop recommendations of their workforce. This 150 minutes of physical other lifestyle behaviours, for a range of appropriate information has driven activity a week and a low including eating and and evidence-based strategies and will provide prevalence of smoking, with smoking. interventions designed the valuable benchmarking fi ve per cent of males and to positively address any data to measure progress nine per cent of females of the infl uencing factors into the future. reporting daily cigarette identifi ed. a resource kit for workplace health & wellbeing programs • s5:9

YOUR SIMPLE GUIDE YOUR BOTTOM LINE YOUR DETAILED GUIDE RESOURCES CASE STUDIES

Case study: Department of Economic Development

Organisation detail GETTING STARTED The Department of Economic Development is a Tasmanian government department The administration of the and an extensive ‘GLOW’ program was taken library of resources – its role: “to lead economic and industry on by the department’s about nutrition, fi tness development in Tasmania”. Employing Human Resources division. and other health and approximately 250 staff, the department has This ensured the program wellbeing information are was integrated into other also available. seven locations across Tasmania operating department activities, such out of three regional offi ces in the south, as the social club. To compliment the launch north and north west. of the on-line service, the A key plank in the program department provided has been the development workplace health checks, Program introduction of an on-line workplace testing employee’s blood health service – fi tness2live. pressure, blood (total) The department’s Health and Wellbeing Program This service allows staff cholesterol and blood – ‘Great Life Options at Work’ (GLOW) commenced in 2005. to undertake health glucose levels. Staff were The impetus behind the program came from a strong belief assessments, develop then encouraged to fi ll in in the value this could contribute to the organisation, personalised lifestyle plans the on-line health record, from both an economic and cultural perspective. The and access expert training rating their health out of relationship between healthy employees and productivity programs for physical 100 and signing up to one was acknowledged by the department and served to activity events. A newsletter of the programs available. generate initial momentum from senior management and staff. “Work is but one part of a complex environment in which each of us lives, and to achieve commitment it is The strategies used important that we as an employer recognise we can play a role in the overall health and wellbeing of our employees Commencing in June 2005, the workplace heath and – the benefi ts are win–win.” (Mark Jones, Assistant Director wellbeing program was designed to assist in the overall Human Resources) management of employee health and wellbeing and to contribute to the development and promotion of a fl exible The program was branded following an internal workplace that addresses the physical, emotional, social competition, which developed awareness among staff and and fi nancial wellbeing of staff. encouraged their involvement early in the establishment of the program. The department conducts an annual ‘GLOW’ survey, asking

The ‘GLOW’ program is designed to measure and target staff what they want as part of the program. This allows the employee health risks and deliver strategies to manage program to be tailored and designed to meet staff needs overall employee health and wellbeing. The program is and interests. The survey also allows indicative reporting tailored to suit the needs of the individual and includes for participation rates and seeks feedback on potential employment policy and practice that are aligned with, and future initiatives. supportive of, the principles of work and lifestyle balance. s5:10 • get moving at work

YOUR SIMPLE GUIDE YOUR BOTTOM LINE YOUR DETAILED GUIDE RESOURCES CASE STUDIES

The department has A CLOSING WORD implemented a range THE BENEFITS ACHIEVED Improving health and of health and wellbeing The department conducts 10 per cent in 2006, with 83 wellbeing in the workplace initiatives. These include: an annual pulse check (staff per cent of respondents to is not a one-dimensional climate) survey. Since the ‘agree’ or ‘strongly agree’ process. It can take time q a customised website, inception of the ‘GLOW’ that the department pays to change the culture providing access for program, the percentage attention to their health of a workplace, but by all staff to review of respondents to ‘agree’ and safety.” (Mark Jones, involving employees and information relating to or ‘strongly agree’ that the Assistant Director Human listening to what they have nutrition and diet, fi tness department pays attention Resources) to say, you will be able to and exercise, health and to their health and safety tailor a program to their active health programs has risen by 10 per cent A spin-off initiative at needs within the capacity each year. the department level has of the organisation and q free health screens for all been the ability t0 partner the business operating staff to measure blood “In 2004, 63 per cent of with appropriate social environment. glucose, blood pressure the department ‘agreed’ club initiatives, including and blood cholesterol or ‘strongly agreed’. We raising funds for selected “Our belief is that by levels launched the ‘GLOW’ charities. The ‘GLOW’ caring about our staff, program during the program has also been used through initiatives such as q free fl u vaccinations following year and the as a successful model to health and wellbeing,we result in 2005 was 73 per implement other programs will achieve better job q free fruit provided to all cent. The major growth in internally that compliment satisfaction.” (Mark Jones, workplaces as a healthy the program followed the the ideals of the ‘GLOW’ Assistant Director Human snack alternative next year and overall results program (e.g. a sustainable Resources). improved again by a further waste management group). q sponsorship to promote The win-win situation participation in key here means that staff physical activity events become healthy, which, in (e.g. Corporate Triathlon A return on investment turn, reduces staff-related and Century Bike Ride) costs such as employee To date, no specifi c analysis has been undertaken to turnover, absenteeism, q sponsored education and determine a return on investment. The ‘GLOW’ program is workplace injuries and sick prevention programs, in its early days and it is recognised that the benefi ts will leave for the organisation. including QUIT increase over time. Key areas where expectations are high Together, the improved job refl ect the overall culture within the organisation. A strong satisfaction and improved q information sessions and social culture is evolving and staff are mixing together to health and wellbeing lunch-time forums on participate in external corporate health and wellbeing can have a huge impact heart health, fi nancial events. on productivity and planning, naturopathy profi tability. and tai chi. Already there are positive signs, with internal research indicating improvements in staff satisfaction. It is q corporate memberships anticipated these improvements will translate into a and fi nancial assistance reduction in turnover of staff and increased productivity. to help promote staff participation in health and wellbeing services. a resource kit for workplace health & wellbeing programs •i

Acknowledgements

The Premiers Physical Activity Council Tasmanian organisations who contributed to the development of this kit, include: acknowledges the contribution of the following organisations and resources in q Alcohol and Drug Services the assembly of this Health and Wellbeing q BaC Consulting Group – Business & Community Pty Ltd q Department of Economic Development Resource Kit. q Department of Education (Move Well Eat Well) q Department of Health and Human Services Acknowledgement: q Department of Police and Emergency Management q Eat Well Tasmania The content and style of this kit have been strongly q Fairbrothers Pty Ltd inﬂ uenced by the Alberta Centre for Active Living (2003) q Launceston City Council ‘Workplace physical activity framework’ q Mental Health Services and the South Australian q Quit Tasmania Ofﬁ ce for Recreation and Sport (2006) ‘Workplace Physical q Tasmania Together Health and Wellbeing Cluster Group Activity Kit’ q Tasmanian Chamber of Commerce and Industry q Unions Tasmania Tasmanian organisations (Case Studies): q University of Tasmania (Centre for Human Movement) q WorkCover Tasmania q Department of Economic Development q Workhorse Design q Department of Police and Emergency Management q Zinifex – Rosebery Mine q Launceston City Council ii • get moving at work

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12. Wesley Corporate Health (2006). The future @ work health report: employees and their workplace.