The Value of Health & Wellbeing in the Workplace.

A Brewery Experience

Tim McKinnon

Health is the greatest gift, contentment the greatest wealth, faithfulness the best relationship. Buddha (563 BC-483 BC) Founder of Buddhism. One of the signs of an approaching nervous breakdown is the belief that one's work is terribly important. Bertrand Russell (1872-1970) British logician and philosopher.

A man too busy to take care of his health is like a mechanic too busy to take care of his tools. - Spanish Proverb

Introduction: Thanks for the invitation to speak on the value of Health & Wellbeing from a Brewing perspective. By “Brewing Experience” I am referring to the workplace and the people who work within it. Clearly our product when not consumed responsibly can be a contributor to health problems both socially and along with drugs can impact the workplace if there is a lack of respect for OHS by employees regardless of where they sit in the organisational hierarchy. A Brewery nonetheless is a manufacturing workplace regardless of our product with its inherent hazards of machines that can harm and entangle, manual handling issues leading to back problems, trips slips and falls, dangerous goods and forklifts to name a few. I’m sure we have many of the same safety and health concerns that you have in your pulp and paper industry. Today I’m not going to stand before you as some sort of expert and I don’t want to focus just on the sorts of health & wellness programs we have although I will use examples to get some points across. We pursue safe and healthy workplaces, not just because of legal requirements, not just because we want incident rates and insurance premiums reduced but because of community expectation and moral obligation. Good programs show we care about one another. They are foundation work in influencing culture. So perhaps this presentation is more me thinking aloud rather than claiming anything I say is the right way. The fact is I can reel of a lot of examples and for many of you in this audience you will think “So what. We do that!” or “That’s not anything new.” It’s often the way I react when I hear experts talk about health & safety. But if it confirms the good things you do then that’s a positive outcome. So a lot of what I say is perhaps more commentary and opinion on what I’ve seen from experience and hopefully to reinforce the value of good health & safety and wellbeing in a workplace. If I tend to jump around in my commentary I apologise but again to mention I don’t just want to stand up and go through a set of examples. Hopefully it comes together with some degree of logic. Let’s face it Health & Safety ultimately is very personal, or it should be and so there are always lots of opinions. If it’s not taken personally or spoken about in a personal manner from time to time, from the top to the bottom of the organisation then I think there is a loss of potential for a better workplace and a more productive one. Health & Wellness, particularly wellbeing that influences people at an individual level are opportunities for bipartisanship between management and award employees. Both of which can be pulled back by equally important matters relating to efficiencies and

productivity. Workplace cultures can be stressed and pulled by internal influences such as EBA negotiations, and external influences such as investor expectations and Union expectations. How we approach occupational health and safety and issues of wellbeing will impact on the broader organisational culture. Just an apology in advance. I come from a very male dominated manufacturing environment. Many of my examples will probably be based on blokes in production. I will make mention though that we now have a full time OHS specialist dealing with the commercial side. There are enormous pressures on people in Sales in today’s competitive environment and I can’t emphasise enough the value in a large organisation of having a specialist ohs person catering to that side. They need to be special because often senior management on the commercial side are still learning the value of good health and safety programs.

The Organisation Carlton & United Breweries is the beer and spirits arm of Foster’s. Foster’s is as much about wine as beer with brands such Wolf Blass, Rosemount, Lindemans. CUB beverage products include the likes of VB, Carlton Draught, Cascade and associated products as well as cider ( Strongbow ) and Spirits. Carlton & United Breweries has two major breweries. The Abbotsford Brewery and Yatala on the Gold Coast. Which together produce around 9 million hectolitres of beer. Annually ( 18 million kegs) Cascade is a mid sized brewery and fruit juice plant located in Hobart and Strongbow Cider is produced out of Campbelltown in Sydney. There are also breweries in the Pacific. Two located in Fiji at Suva & Lautoka as well as another in Samoa. These are sites that shouldn’t be forgotten when it comes to Health & Wellbeing. They have their unique problems not the least being Tsunamis. The make up of our brewery personnel is on the whole male. Probably around 90 -95% on the floor. There are some issues related to an aging workforce with some sites more than others. This is important. Issues relating to sprains and strains would make up most of our Lost Time Injuries and the work done by established health centres has a big impact on managing insurance premiums / costs by proactive intervention. My role & some Background: While my early working experience contains stints in human development, including in Bangladesh about 4 years and nearly 3 years in the central Australian desert as an aboriginal community advisor, I have been in Health & safety roles with CUB for around 10 years and around the organisation for about 20 years. Like a number of OHS practitioners I come out of a Quality background. Why is that? Is it the systems thing? I have also had some time running a bottling line. I mention the work in other cultures because it still impacts on me today and I suspect for me influences my views on workplace wellbeing. Hopefully the experience across ethnic and religious boundaries might heighten the sensitivity to workplace culture and its variation across the organisation. Foster’s is a great place to work. For me particularly out around the plants.

I am in a national role in health and safety and am part of production. My key customers are the Production site managers and their work area managers & the site HSE specialists. I try to spend as much time on the ground at the sites listening to as many levels as possible. Credibility comes from advising and providing opinion while at the same time learning from and asking advice from line managers, engineers, fitters, electricians and operators. They are people who have a lot of key knowledge about safety on the ground but may not always recognise it or at times asked enough for input. While I get passionate about health and wellness, I am also keenly interested in Risk Assessment, particularly in regard to machines that can harm and translating the language of engineers and AS4024 machine guarding into terms that operators and maintainers can understand. The OHS Council Foster’s has an OHS Council which is made up of the Legal Director, the Global/Corporate OHS Manager, myself (CUB) and my equivalents from Wine Australia, Wine US, Wine Europe as well as the Australian Commercial OHS Manager. This process provides a conduit to the Foster’s Board. Certainly in the last three years the board has been very supportive and I will mention those reasons further on. Some Events that have influenced attitudes both personally and organisationally The following are some important events that have me thinking about affective health and safety and the influence on attitudes. Of course there are many other events but these stand out as providing some insights. In 2006 we had a fatality at our Abbotsford brewery here in Melbourne. Cuu Huynh died working on a depalletiser. He had worked on that particular line for a number of years and knew the depalletiser intimately. That machine had been risk assessed but the scenario that happened wasn’t picked up. We thought we were pretty good at machinery protection but that accident was a real kick up the backside. We pleaded guilty and took a 1.25 million dollar fine. I’ll talk more about this later. In early 2008 there was a double fatality in Fiji involving scaffolding and electrocution.

It brings home the importance of continuing to work at implementing health and safety with equality across an organisation which can be a challenge when the societal view of health and safety outside the workplace in some places is far different than what we are trying to embed inside. It emphasises the broader value of good programs. Learning from good programs in the workplace are hopefully taken back home. Remembering that these people were trying to do the right thing. From 2003 to 2005 we shut down a brewery in Sydney that had been in operation since 1835. I mention that because it clearly highlights the importance of treating people with dignity and some of the insights into attitudes and feelings that can influence their mental and physical wellbeing. It was also personal and a lesson in relating with employees under stress. Continuous Improvement and Lean Manufacturing. In recent years there has been a greater emphasis on Continuous improvement and lean manufacturing. We need to ensure that health and safety is not at odds with this. There are many benefits in problem and resolution techniques that can improve corrective action processes. Benefits in developing standardised work and decluttering so much of the written and replacing with visual standards. Often safety improvements are highlighted as examples of continuous improvement. There is plenty of potential to improve safety systems. Its important in my view that with health and safety there is not a loss of focus on the “soft” side of health and wellness through the pursuit of improved safety systems. By that I mean there is the danger of analysing safety statistics but losing the opportunity for spending a little bit of time and care about wellness aspects. There’s a balance. Getting the Balance right . Working on Systems - Working on Wellness Culture. There’s nothing as important as getting proper safety systems imbedded. Stating the obvious, good documented systems that allow us to measure, standardise and reflect are our best defence against injury and harm to people. Implemented in a Plan Do Check Act manner they also become our key mitigation in the event of prosecution. Within Foster’s there is a Corporate HSE function that is part of a broader Legal and Risk Management department. The regional / site HSE personnel report in through Production. I assume many of you would have similar set ups. In some organisations OHS can come under the Human Resources function. I believe having OHS reporting

through production is preferable but there are some pros and cons. With the importance of systems, if we are not careful there can be a tendency to overemphasise to a point where behavioural, cultural side of safety is forgotten or even given a lower priority. Often its easier to focus on getting the documentation right, to getting evidence of compliance in place. In such an environment OHS specialists/ professionals can become “police”. It can frustrate line managers and safety can be a workload of getting stuff ready for compliance audits and to maintain compliance scores which is not a good environment Wellness responsibilities. Production or HR? In such environments where there is a high emphasis on systems and OHS people are systems people, often the responsibility for thinking, debating , implementing wellness programs is abrogated and handed over to people who might better understand…lets call them …Human Resources!!. Particularly on topics such as Alcohol , drug abuse and mental health. Not that there’s anything wrong with this in that its traditionally been seen as HR’s patch. The problem though is that often under the model where OHS comes under Production, Human Resources don’t always get enough involvement in safety as a whole and thus can be left out of areas where their input could be of value. Meaning they organise things such as EAP providers etc. and may look after injury management components without having an intimate knowledge of the production line or its culture etc. The danger of observing from a distance. While I’m not suggesting that this is totally the case at Foster’s it’s a point that’s worth thinking about. Without good cooperation and united strategies on health & wellness between OHS specialists out of Operations/Production and Human Resources then it will be a challenge coming up with organisational wide programs. Within Foster’s the majority of initiatives come at the site level and are budgeted by the individual sites, in many cases Operations budgets with programs being shared to other departments on site. Again there are pros and cons with this. The good thing is some very innovative ideas at the local level with excellent outcomes because a passionate local OHS person has taken into account local situations and personalities and organised line management to come on board. It can be harder for smaller sites to run innovative programs though because of cost and economies of scale and budgets they have. It makes you realise that there perhaps has to be a minimum set of programs that all parts of the organisation have access to while not losing the local initiatives.

The Story of Cuu Huynh As previously mentioned, on Thursday April 13th 2006 Cuu was working on a packaging line at the Abbotsford Brewery and was very familiar with a Depalletising machine. At its simplest description, the bottle depalletiser is on two levels. Palleted glass bottles come in on a conveyor system and approach a bin. As the pallet moves forward, it breaks a proximity beam and the bin doors open, the pallet moves into the bin and the doors close. A hydraulic ram is activated and elevates the multilayered pallet of empty bottles and on the top level the divider boards are removed and a sweeper arm sweeps the bottles onto a conveyor. The pallet is jacked up until all bottles have been swept onto the conveyor and all divider boards removed. The hydraulic ram lowers down and the process is repeated. While it’s hard to say how or why it happened, Cuu accessed the area and was found slumped against an upright hand rail with the bin door in the opened position crushing against his neck. He was on life support for several days before dying. A quick description of events from the human impact perspective 1st hour

• Cuu found by workmate • CPR commenced & site emergency procedure activated • Two ambulances attended • Cuu transferred to Alfred Hospital • Scene secured • Cuu’s family notified • EAP called for work colleagues • Other notifications

Next six days

• Accompany family to hospital • Ongoing support for family • Vietnamese speaking counsellor • Brother & family flown out from USA • Taxi vouchers for family • Accommodation for family near hospital

Back at the Brewery

• Regular site briefings - Communication • EAP on site regularly • Coroner & WorkSafe

• Internal investigation • Cuu’s family visited accident site • Fundraising for Cuu’s family began

Services for Cuu Huynh

• Blessing ceremony on site – Taoist monk • Funeral – Buddhist – 2 days • Fosters active role • Foster’s representation at funeral • Meal after funeral • Fundraising for Cuu’s family began • Ongoing support for Cuu’s family

While I won’t go into more detail, you might wonder why I raise this issue from a wellbeing perspective. Simply because it gets very personal and people are shocked into concern. They are affected. There is an immediacy about it and from that point on the corporate memory clock is ticking and fadeout starts. Foster’s has done some great things from a safety perspective after the fatality. While we were fairly systematic with risk management we have become extremely rigorous in the area of machine guarding a lot of capital spent, particularly in the last twelve months with ongoing updates to the CEO and Board. We developed descriptive terms for the state of machines so that the Board of Directors could understand and take a personal interest. The question is though, how do we also capture some of that reactive empathy, reactive energy and use it proactively for preventative health & wellness programs which are clearly focused on the individual not the system? Noting the previous comments, appreciating organisations are in a state of flux and at times restructures can cut out swathes of corporate memory on health & safety. The Story of Conrad. Conrad was a young guy about 26 years old who worked on a Canning Line in Sydney. Conrad’s workmates noticed that he was exhibiting some different behaviour, they didn’t fully appreciate how bad it was until the news came through that he had gone home one day and asphyxiated himself in his car. His workmates on the canning line were devastated and felt guilty wondering if they should have done more. While there are Employee Assistance Programs in place, often the most that a person understands EAP is via the noticeboards until they have to use it directly. Often people just want to discuss internally in an informal way and it won’t be with a manager but their workmates.

One of the rewarding things that came out of this sad event was that it was agreed this issue could not have political boundaries and it was easy to discuss topics particularly with union delegates on a shared purpose of getting a better education for the guys in the plant. The general consensus was that they didn’t want to be lectured to. It was also interesting to speak with a key union delegate on a topic that was not under the shadow of workplace relations but one on which he was expert because his wife was bipolar. A topic for bipartisanship and respect. Similar to the fatality, I raise this example because out of sad events there is the potential for review and building trust on common ground. The commitment to not let these things happen cannot be left to fade. Proactive & preventative Health & Wellness programs while standing in their own right are also a legacy of the past tougher working environment. We ran a program for about six months where we invited a person with mental health problems to talk with groups employees each month at a lunch time session openly. A little bit of theory, a lot of humour and a good understanding of a person suffering psychotic episodes. With each of those sessions there were always some people who stayed back to talk about something personal. We are all touched by mental health issues. If not directly we know people who are. Another program that came out of this was that of putting people through Mental Health First Aid. Not in a clinical sense but assisting people to recognise important signs so that they can encourage a workmate to perhaps talk to the onsite health professional or seek help. 12-hour course developed in 2000 by Betty Kitchener and Professor Tony Jorm with the aim to improve the mental health literacy of members of the Australian community. It is now auspiced by ORYGEN Research Centre at the University of Melbourne, Dept. of Psychiatry http://www.mhfa.com.au/ I might add that for the two stories above, the value of having health professionals working on site was enormous. It’s a man thing! In the last few years there’s been a lot of rationalisation of production sites. That’s the reality that we must accept. There are proper reasons for it. Foster’s has been through this the last few years so hopefully we should be good at it in terms of empathy and support. I raise this example to highlight again that when dramatic events occur whether it is a fatality or forcing a man on the other side of middle age to confront his mortality by taking away his place of work and often his reason for being.

People respond to being treated with dignity and in closing a site there is clearly value in running a variety of health programs depending on closure schedules. Many men exhibit physical symptoms which are stress related. In this situation if handled properly, barriers can come down as closure approaches and there are opportunities to catch glimpses of a cooperative workplace that could have been and leaves one wondering why we can’t have such levels of concern when a site is operating with a more secure future. To repeat, people respond to being treated with dignity and in closing a site there is clearly value in running a variety of health programs depending on closure schedules. The value of good Health Professionals Currently we have a fulltime health professional at our Yatala site for about 320 people and while Abbotsford has recently undergone some restructure, there are two fulltime health professionals for around 350 people on the production site plus more in the commercial building next door. All our sites have health centre facilities but only the larger ones have full time professionals. I’m sure you have similar people. They are extremely valuable. It is important that these people are used in a strategic capacity. To have them just do the first aid thing and administrate Injury management programs is not using their full potential. Health professionals recognise underlying health issues and are privy to information from employees that wouldn’t be shared with others regardless of their level in the organisation. Add to this that through their professionalism, their views and opinions with the likes of outside doctors, work cover, insurers, EAP providers is taken seriously. Given that there is a greater recognition of for the need for preventative & a community health in society as a whole, these people are an extension of that and thus workplace wellness is extended further out into the community as knowledge is taken home. If they have credibility on site they then become key people for promoting wellbeing ideas and programs and are trusted by employees. As previously intimated, sometimes you can have OHS professionals who can be more systems focused leaving health professionals being pushed toward towards running a health centre, or seen as just injury management experts. They should be in equal partnership with the systems people and are just as important if we’re serious about influencing culture change. Physical Health & Wellness. It’s not hard to initially come up with ideas for health & wellness programs. There’s a range of things that are available. You would like to think you get value for money.

It’s good to develop a long term plan and stick with it. Easier said than done in changing structures where often the argument for programs and their benefits rely on results several years down the track. Good programs won’t be successful if no one knows about it so a lot of the work in a program is the communication across multiple levels. Line managers have to own these programs as well as the best communication will be at the line on a personal basis. Calendars can be scheduled for events across the year on key topics and no doubt these would be done in most places in your industry. It can become a challenge presenting topics in new ways and often the communication medium needs to be varied. Particularly to people working in a plant. While workers do read noticeboards, if they aren’t kept fresh it can be hard to grab their attention. Things such as Health Fairs are often about building morale. They shouldn’t be underestimated though. Used as a celebration about the workplace, they can be opportunities for Managers and their teams to come together and discuss / share a range of thoughts on mutual health matters. It can be easy to put of literature and hand out booklets but programs need to be kept dynamic. Often you need to account for seasonal changes in activity and enthusiasm levels and provide now topics to talk about and keep people engaged. Having life examples is very powerful. Thus the previous example on metal health with the visitor with a mental illness speaking. I remember one of the best ways of getting packaging operators attention on eye safety and wearing PPE was to take a blind man around the bottling hall on repeated tours over several weeks and introduce him to operators and get them to describe to him how their machine worked. We have run Safety Leadership programs for managers where we put them into a heightened emotional state through the use of professional actors. I mentioned earlier about the pros and cons of programs coming out of the local site budget.

The negative being that smaller sites may miss out due to lack of on site facilities and health professional and just not having a resource to do the planning and organising. A corporately funded broader program can ensure that smaller sites don’t miss out. I believe it has to be a bit of both. I wonder if we couldn’t have a corporately funded approach that centres on the Metabolic Syndrome issues of Blood Pressure, Blood Sugar, Cholesterol and weight and waist measures. They’re not hard to do. There are some points to make about focusing on Metabolic Syndrome. It’s worth remembering that employees are not all eager to be part of programs and can often be suspicious of information being used. Before they’re introduced there may need to be a credibility level. Again the value of a good health professional who has built this up. Alternatively less confronting programs may have to introduced to build up the trust. At the end of the day its all voluntary. The checks themselves, particularly in large groups will generally throw up individuals who are on the verge of serious health issues. That alone can be a win. Throw in Skin Cancer checks and there’s a good chance the you will get melanoma somewhere. Implementing the systems side of safety is assisted through this sort of stuff. For example it is far easier to go off at a guy in the plant who is not wearing their PPE after you have helped them discover a personal health issue. Foundation 49 I’m not sure how many people are aware of Foundation 49 http://www.49.com.au/ This is comment on their Home page.

“….Foundation 49 is a direct response to this health crisis affecting 49% of the population - and is

dedicated to improving the health status of all men. Our vision is 'to reduce the number of men dying

from preventable conditions through raising health awareness and encouraging regular check-ups'.

We are supported by a group of men's health experts, including medical specialists and community

health workers. Foundation 49 is an initiative of Cabrini Health, Victoria and is funded solely through

donations, fundraising activities and philanthropic grants…….”

Our Abbotsford Brewery got involved with Foundation 49 and their Decades for Life Program. A relatively quick and all encompassing program to assess a man’s health. While there is the ability to do this on line , at the brewery it was run on site confidentially in the health centre with a medical professional in from Foundation 49 and employees given information in advance on what it was about and as many as possible encouraged to attend the voluntary assessment. When you have older men, men of different ethnic backgrounds the value of having a trusted and credible health professional on site boosts the take up. From filling out the questionnaire and then having a one on one with the medical person a report was made available to each person so that they could take it to their own GP for discussion. It was a bout a 25 min health check looking at the metabolic issues, involving blood pressure, cholesterol, blood sugar, height /weight but also discussion on andrology and mental health. The program aims at the 4 pillars of men’s health. Being cardiovascular disease, cancer, andrology and mental health. While across Foster’s we have run in house programs looking at metabolic health, it depends on the local situation, having a credible health professional that is trusted. Running a Foundation 49 type program across the company might be the way to go at a Corporate level. I mentioned earlier on that we have an OHS specialist working with the commercial side , meaning with our Sales people, National Call centre and a lot of office bound people. The following are some quick observations as I draw to a close. Conclusion Where there are serious hazards that can kill employees if not removed or controlled in a practical manner such as Packaging depalletiser and overhead power lines then these must be fixed as a priority so that all employees can come to work and go back to their families. It’s a moral obligation. No argument. If we took a risk management approach on the health of employees there’s probably a greater risk in our plants of employees sitting in front of Operator Interface screens becoming insulin resistant pre diabetic or fully blown type 2 diabetes. The commentary I have made today is an opinion and it may not be perfect. We have people of potential and passion particularly our health professionals. We can have a lot of complicated discussion on health, safety & wellbeing but at the end of the day sometimes the implementation of good programs requires the ability to get personal.

We all hear about “walking to talk”. It has to be the right talk. My personal view of an advanced organisation is one that has more than good systems. It has moved to contemplating physical health and wellbeing and hopefully is on the way to mental health and wellbeing.

Jo Spencer : Abbotsford Vic. 0419356420 , 03 94206396

Brett Nicholson: Abbotsford Vic. 0418278835, 0394206318

Amy Sproule: Yatala Brewery QLD. 0437856113 , 0734514672

Julie Martin: Wolf Blass Winery SA 0885689459 , 0411024717

Tim McKinnon: Rhodes NSW. 0408735944, 0292171659

Useful Foster’s Contacts for Health & Wellness information

Anne Little ( Commercial) : Rhodes NSW. 0292171727

The Value of Health & Wellbeing e a ue o ea & e be gin the Workplace.

A Brewery Experiencey p

Tim McKinnon

Health is the greatest gift, contentment the greatest wealth, g g , g ,faithfulness the best relationship.Buddha (563 BC-483 BC) Founder of Buddhism.

One of the signs of an approaching nervous breakdown is theOne of the signs of an approaching nervous breakdown is the belief that one's work is terribly important.Bertrand Russell (1872-1970) British logician and philosopher.

A man too busy to take care of his health is like a mechanic ytoo busy to take care of his tools.- Spanish Proverb

Foster’s Board Require the adoption of policies which support Foster’s safety vision and meet all applicable due diligence and y pp glegislative obligations

Foster’s Leadership Team (FLT)

Develop and articulate the company’s vision and values into a strategic plan for health and safety.

Business ManagementImplement the practices and procedures necessary to deliver the company’s health

Commercial Affairs

deliver the company s health and safety

Foster’s OHS Council

Provide a direct conduit between the FLT and OHS management

Business OHS Personnel

Facilitate implementation of

Corporate OHS

Facilitate continuous improvement of Foster’s

f t f k d it

management.

Facilitate implementation of Foster’s OHS standards within their business unit.

safety framework and its

supporting systems

KPI / Metric / Measure - CI

PLANFoster’s 17 HSE Standards

1. HSE system management2. Regulatory Compliance

PLAN

3. Training

DO4. Risk Management5. Change Management6. Contractor Management7 P it C t ll d W k m

ent

7. Permit Controlled Work8. Incident Reporting and

Investigation9 Emergency Response m

prov

em

CHECK9. Emergency Response10.Employee Health11.Workplace Safety12 Equipment Management tin

uous

im

12.Equipment Management13.Chemical Management14.Environment Management15 Community and Government

Con

t

16.HSE System Evaluation17. Injury Management

15.Community and Government Relations ACT

17.Injury Management

Thursday 13 April 2006

1st hour• Cuu found by workmate• CPR commenced & site emergency procedure

ti t dactivated• Two ambulances attended• Cuu transferred to Alfred Hospital Emergency Dept• Cuu transferred to Alfred Hospital Emergency Dept.• Scene secured• Cuu’s family notified• Cuu s family notified• EAP called• Other notificationsOther notifications

The next six days

•Accompany family to hospital

•Ongoing support for family

•Vietnamese speaking counsellor

•Brother & family flown out from USA

•Taxi vouchers for family

•Accommodation for family near hospital

Back at Abby•Regular site briefings - Communication

•EAP on site regularly

•Coroner & WorkSafe

•Internal investigations

•Cuu’s family visited accident site

•Fundraising for Cuu’s family began

Services for Cuu

•Blessing ceremony on site – Taoist monk

•Funeral – Buddhist – 2 days

•Fosters active role, thanks to generosity of the family

•Foster’s representation at funeral

•Meal after funeral

•Ongoing support for Cuu’s family

www.mhfa.com.au/

THANK YOU TO ALL WHO ATTENDED THANK YOU TO ALL WHO ATTENDED THE ABBY H&W EXPO!ALMOST 400 PEOPLE ATTENDED THE EXPO OVER THE 4 DAYS, WITH A EXPO OVER THE 4 DAYS, WITH A FURTHER 100 OF YOU RETURNING FOR MORE!

On-site Physiotherapy at Yatala

• Provide 12 hours a week for physiotherapyProvide 12 hours a week for physiotherapy• For work-related & non work-related injuries• Confidential service• Confidential service• Assists where necessary in rehabilitation planning

Pro ides other ser ices s ch as Pilates classes forklift• Provides other services such as Pilates classes, forklift screening, metabolic syndrome programs

• Source of information for health promotions• Source of information for health promotions• Most expensive, but saves the most money

Physio… Metabolic Syndrome Program

http://www.49.com.au/

“….Foundation 49 is a direct response to this health crisis affecting 49% of the population - and is dedicated to improving theaffecting 49% of the population - and is dedicated to improving the health status of all men.Our vision is 'to reduce the number of men dying from preventable y g pconditions through raising health awareness and encouraging regular check-ups'.

We are supported by a group of men's health experts, including medical specialists and community health workersmedical specialists and community health workers.Foundation 49 is an initiative of Cabrini Health, Victoria and is funded solely through donations, fundraising activities and y g gphilanthropic grants…….”

Foundation 49 – Decades of Life - Men

220 attended

Th b fit f RTW l f k l t d i j i IObservations from the Commercial side

•The benefits of RTW plans for non-work related injuries. In the past easy to work on “football injuries” e.g. broken bones (easily seen and known about) but the benefits of a structured(easily seen and known about) but the benefits of a structured RTW plan for a member of the sales team who is suffering from a mental illness cannot be underestimated.

•Difference between sales vs production. Sales people have a different sense of “work community” as say those “on thea different sense of “work community” as say those “on the line” .

•There can be the sales personality type of “climbing the corporate ladder, achieving the highest sales figures – they will do whatever they need to do to get ahead etc.”

EAP i d tili d ithi th l i tObservations from the Commercial side

•EAP programme is underutilised within the sales environment due to the “suspicion” that somehow the business will know they have accessed the programme Ongoing work to assurethey have accessed the programme. Ongoing work to assure them this is not the case.

•Never underestimate the impact that newsletter or brochures in the tea rooms can have. Not only to the employees but as

t d i N ti l C ll C t t “ t d ”was noted in our National Call Centre teams “stress down” documents – the ripple effect from work through to home, proves that this type of non confrontational giving ofproves that this type of non confrontational giving of information is invaluable.

Useful Foster’s Contacts for Health & Wellness information

Jo Spencer : Abbotsford Vic. 0419356420 , 03 94206396

Brett Nicholson: Abbotsford Vic. 0418278835, 0394206318

Amy Sproule: Yatala Brewery QLD. 0437856113 , 0734514672

Julie Martin: Wolf Blass Winery SA 08 85 687507 , 0411024717

Anne Little ( Commercial) : Rhodes NSW. 0292171727

Tim McKinnon: Rhodes NSW. 0408735944, 0292171659

AS4024