Workplace Wellness
Program 2013
Workplace Wellness Program 2013
© 2014 National Heart Foundation of Australia ABN 98 008 419 761 This work is copyright. No part may be reproduced in any form or language without prior written permission from the National Heart Foundation of Australia (NSW office). Enquiries regarding permission should be directed to copyright@heartfoundation.org.au.
ISBN 978-1-74345-083-3 PRO-159 Suggested citation: Heart Foundation NSW, Workplace Wellness Program 2013. 2014 Images supplied by Heart Foundation and Tim Morison Photography.
Overview
Since 2009, the Heart Foundation NSW has offered
a wellness program for staff across four office
locations. This case study presents the impact
of the 2013 program. The program adapted the
World Health Organization’s Healthy Workplace
Framework and Model to ensure that it had a
broad base. The 2013 program was planned with
measurable objectives. It provided a range of
activities, services and facilities that were managed
by a committee and it included a staff survey to
provide feedback at the end of the year.
The program helped to decrease the occupational
sitting time of office staff, improve knowledge of
the Employee Assistance Program and enhance
working relationships within the organisation. Staff
also committed time and effort to support other
community organisations and maintained overall
high levels of physical activity.
Workplace Wellness Program 2013
Evidence base
There is good evidence that workplace programs can improve the health and wellbeing of employees. Particularly, increased physical activity and healthier eating have been demonstrated as a result of well-designed programs.1
Essential elements of successful programs include:
• Organisational policies and management support aligned with program goals • Effective resourcing, communication and marketing of programs
• Involving workers in design and implementation of programs
• Tailoring programs to workers needs and attaining high participation rates • Providing training or support in individual behavioural skills
• Ensuring programs have several components, are evaluated and results reported back to participants.
Research also demonstrates that better employee health and wellbeing is linked to improvements in productivity, customer and job satisfaction, absenteeism, workplace injury and business costs.1
Background
The Heart Foundation NSW first introduced a wellness program for staff in 20092. This has evolved over time. Some aspects of the program have become well-integrated into the culture and routines of the organisation while others have changed with new opportunities and priorities. For example, initiatives such as a healthy catering policy and flexible work policy are now part of the organisation’s way of working and help to support the ethos of a healthy workplace. More recent research and ideas about reducing sitting time at work influenced the planning of the 2013 program.
Structure of the Heart Foundation NSW
The Heart Foundation is a not-for-profit organisation with divisional offices in all Australian states and territories. In 2013, the NSW offices comprised: • Sixty-three employees based in the East Sydney office broadly divided
across key functions – administration, fundraising, information technology, heart health promotion, research and human resources
• Four staff located between offices in Newcastle, Tamworth and Illawarra • Senior management group – the Chief Executive and five directors • Fifteen middle management positions
• Eighty-four per cent female staff with most in the 21 to 40 age group.
Wellness
The basic concept is that individual behaviour not only contributes significantly to good health but to a sense of wellbeing. An environment that supports healthy behaviours will enable individuals to make better choices for themselves. Individuals who have a strong sense of wellbeing will contribute to a satisfied, productive and stable workforce. Hence there are benefits for employees and for organisations in improving health and wellness.
Program planning
The broad aims of the 2013 wellness program were to encourage staff to adopt healthier lifestyles, to raise awareness of existing health opportunities, and to evaluate how well the workplace environment and culture supported healthier lifestyles. Participation in the program was voluntary and conducted mainly in the workplace from March to December 2013.
The program was planned using an adapted model of the World Health Organization’s Healthy Workplaces Model (Figure 1).
Three main aspects of the organisational context influenced the planning for the 2013 program. Firstly, in 2012 the Heart Foundation NSW had undergone changes at senior management level and experienced some reduction in staff numbers so revitalising the wellness program fitted with organisational needs. Secondly, in 2011 and 2012 the Heart Foundation had collaborated with the University of Sydney to study whether the provision of sit-stand work stations changed sitting time in desk-based office workers3 so there was impetus to build on this work. Thirdly, the educational role of the Heart Foundation in heart health meant that there was considerable in-house expertise to contribute to program planning, evaluation and conduct of activities. Program objectives were formulated by considering:
• existing activities e.g. lunchtime yoga classes
• evolving opportunities e.g. increasing the number of sit/stand work stations and integrating other sit-less initiatives
• identified staff needs from annual program survey e.g. Employee Assistance Program (EAP) sessions on managing change
• Heart Foundation priorities e.g. national campaign to reduce salt intake influenced topic of healthy eating sessions offered to staff.
Healthy Workplaces Framework
Figure 1: Overview of Healthy Workplaces Model and the Heart Foundation Wellness Program 2013
Positive and supportive
leadership, policies and culture
• Employee Assistance Program (EAP) • Workplace Policies (e.g. Flexible Workpolicy, Occupational Health and Safety policy, Healthy Catering policy, Diversity and Inclusiveness policy)
• Biennial climate survey • One hour lunch break
HEALTHY
CULTURE
HEALTH AND
WELLBEING
OPPORTUNITIES
Information and resources
to support workers
• Health-themed workshops and demonstrations • Yoga
• Meditation • Run club
• Workplace walking group
• Soccer and touch football competition • Book club
• Stretching break • Quiz ‘standing break’ • Local gym membership deals • Flu vaccinations
• CPR Training
• Wellness articles in staff newsletter • Health information on the intranet
HEALTHY
PHYSICAL
ENVIRONMENT
A healthy physical
working environment
• Shower/clothes room • Sit-stand workstations • Bicycle parking• Kitchen areas with facilities to store and prepare snacks and meals. • Sit-less posters
• Walking meetings • Standing meetings
• Provision of daily newspapers • Provision of limited healthy foods
such as reduced fat milk and margarine spread
HEALTHY
COMMUNITY
CONNECTIONS
Partnerships and opportunities
in the community
• Staff support with Heart Foundation fundraising initiatives and events • Donor function engagement • Cultural event commemorations
(e.g. Close the Gap, NAIDOC week) • Health-themed team events
• Transport Access Guide (TAG)
Adapted from WHO Healthy Workplace Model: Avenues of Influence, Process, and Core Principles, 2010
Healthy Workplaces Framework
Figure 1: Overview of Healthy Workplaces Model and the Heart Foundation Wellness Program 2013
Program objectives
Objectives were developed for each of the four parts of the framework. In the detailed program plan every objective had a date by which it was to be completed and a method for data collection to ensure measurement of whether the objective was achieved by December 2013.
Healthy culture
• Achieve 50 per cent staff attendance at Employee Assistance Program (EAP) information sessions
• Achieve 50 per cent staff awareness of EAP services
Healthy physical environment
• Implement six sit-less strategies
• Achieve 30 per cent staff participation in a walking meeting
Healthy community connections
• Identify and maximise staff participation in Heart Foundation and community events
• Develop and distribute Transport Access Guide (TAG) to Heart Foundation employees and other building tenants
• Measure use of the TAG within the Heart Foundation
Health and wellbeing opportunities
• Implement ten health and wellbeing opportunities
• Achieve 50 per cent staff participation in at least one healthy eating session • Reach 30 per cent staff participation in a physical activity and 20 per cent
attendance at other opportunities
Program management
The Workplace Wellness Program 2013 was managed by a wellness committee that had eight members drawn from across the functional areas of the organisation and included one senior manager. The committee met on a monthly basis and took responsibility for developing the program plan, monitoring progress and completing an evaluation.
Committee members were also expected to champion the program within their work areas and each activity area was led by a designated committee member:
• Healthy Culture – leader from Human Resources
• Healthy Physical Environment – leader from Cardiovascular Health team • Health and Wellbeing Opportunities – leaders from Cardiovascular Health
and Nutrition
• Healthy Community Connections – leader from Fundraising.
The leaders were expected to coordinate the activities under their designated area. They did so by organising the themes of the events, coordinating relevant staff or external providers that were involved, as well as recording and reporting on the participation levels.
Overarching program planning and evaluation was also built into the job description of one key committee member who spent on average six hours per week on the program.
Workplace Wellness Program 2013
Program evaluation
Over the year, activity and attendance logs were kept and at the end of the year an online survey was distributed for staff feedback. These were the main sources of data to evaluate the program. The Wellness Committee were also surveyed for their feedback on the program and the committee experience.
Results
Staff feedback
In December 2013 staff were asked to complete an online survey to provide information on their program participation, physical activity levels, healthy eating habits, travel modes to work, possible barriers and enablers to participation and program likes and dislikes. A small incentive (the chance of winning a $50 voucher) was offered to encourage survey completion.
Of the 63 people on staff, 50 (79 per cent) responded to the survey. As expected from the overall staff profile most respondents were female (86 per cent). The majority of all respondents (66 per cent) were in the 21 to 40 age group, with the other 34 per cent in the 41 to 60 age group.
Only one objective relating to the distribution and use of the TAG was not achieved within the year. All other program objectives were met or exceeded their targets.
Healthy culture
Three EAP sessions were held with a total of 40 participants. One session was to update managers on EAP services. A 2012 staff survey had identified the process of organisational change and communication about change as needing improvement so an ‘Adapting to Change’ session was offered in 2013. This was followed by a ‘Dealing with Difficult People’ session. This topic was chosen by staff from a range of options. The staff survey showed 85 per cent of respondents knew about EAP services.
“The EAP sessions
were excellent!
Adapting to Change
was very relevant
and should be
provided at least
every two years.
All management
staff should be
encouraged to
attend so they know
how to support
employees going
through change.”
A Snapshot of the
Stand@Work Study 2012
There is emerging evidence that shows an association between prolonged sitting and the risk of chronic diseases such as cardiovascular disease, type 2 diabetes, hypertension, stroke and premature mortality, even in physically active adults.4,5,6 The use of sit-stand workstations in an office setting has been identified as one potential approach to reducing occupational sitting time.7,8,9 In collaboration with Sydney University, the Heart Foundation implemented a trial of sit-stand workstations (the Stand@Work study) in the Sydney office during 2012.
The study used adjustable stations (Ergotron Workfit S Model) that were fitted to existing desks to allow for the comfortable use of a computer in either the sitting or standing position. The research questions were:
1. Does using a sit-stand workstation reduce office workers’ sitting time at work?
2. What impact does using a sit-stand workstation have on duration of total sitting time over the day at work?
3. How acceptable was using the sit-stand workstation to workers in an open plan office?
Over one year, interested workers were progressively entered into a ballot and randomly assigned to either an ‘intervention’ or ‘control’ group. Those in the intervention group trialled a sit-stand workstation installed at their usual desk for four weeks, while the control group were on a waiting list for four weeks before they also trialled the workstation. There were nine groups, involving 42 employees in total.
Participants wore movement monitors before and during use of sit-stand workstations followed by self report surveys. After the trial they shared experiences in focus groups.
As shown in Figure 2, before the trial, participants spent 79 per cent of their work day sitting, 10 per cent standing and 11 per cent walking. After the trial, as shown in Figure 3, time spent sitting was 60 per cent, standing 27 per cent, walking 13 per cent. The differences in sitting and standing were significant and were equivalent to about one hour less sitting during work per day. Factors that encouraged standing included the ease of adjusting the workstation, wearing comfortable shoes, feeling physical benefits such as less back pain, feeling more energetic and alert – especially later in the working day, an environment that accepted standing as normal practice even in an open plan office, seeing others standing as a prompt to also stand and developing the physical capacity to stand for longer periods.
Barriers to standing more included being more easily distracted when standing, feeling self conscious especially when taking phone calls, and wearing high heels. There were also design limitations of the workstation such as wobbly keyboards and loss of desk space. Most barriers could be resolved over time or with design solutions. The actual practice of standing became quite acceptable.
For more detail on the Stand@Work study10, refer to the ‘Useful workplace health resources’ section of this document.
Proportion of time spent sitting, standing and walking after workstation trial Figure 3
Sitting Standing Walking
Proportion of time spent sitting, standing and walking at baseline Figure 2
Sitting Standing Walking
79% 10% 11% 60% 13% 27%
Workplace Wellness Program 2013
Healthy physical environment
By 2013, about thirty staff were permanently using sit-stand workstations (see ‘A Snapshot of the Stand@Work study’) and there was general awareness of the benefits of sitting less in a working day. The Wellness Program aimed to develop other complementary strategies to break up extended sitting time, especially as not all staff had access to a sit-stand workstation.
The following activities were encouraged: • Walking meetings
• Standing meetings or standing breaks during meetings • Daily group stretching for 10-15 minutes
• Daily tearoom newspaper quiz while standing.
Staff newsletter articles promoted walking and standing meetings and gave tips on how to conduct them. Walking meetings that involve just two people were the easiest to manage. Hence the usual fortnightly work-in-progress meetings between a manager and a staff member were particularly encouraged to be walking meetings.
The newsletter featured a series of staff profiles which highlighted how individuals remained active at work and outside of work. A range of sit-less posters were developed and displayed around the offices and made available on the Heart Foundation website. Both the stretches and quiz were led by staff members and were designed to re-energise and move people in the afternoons and break up extended sitting time.
The Stand@Work study findings were presented to staff during a seminar and were also summarised and put on the website. Some smaller sit-less strategies that were planned could not be implemented. For example, promoting the use of climbing stairs rather than using lifts was found not to be possible in the office building for fire safety reasons and the idea of using timed computer pop-ups to remind people to stand proved to be incompatible with the IT system at the time.
Forty per cent of survey respondents reported that they had participated in a walking meeting in 2013. This compared to 26 per cent in the previous year. In 2013, 60 per cent of staff reported participation in a standing meeting.
Healthy community connections
The capacity to work or contribute to the benefit of others in the community is an important aspect of individual and community wellbeing. The Heart Foundation runs a number of fundraising events and staff are encouraged to participate. In 2013 the wellness program aimed to increase staff involvement with events external to the Heart Foundation.
As part of the program staff were divided into colour-coded teams which were a mix of individuals from across the organisation with a wellness committee member leading each team. The teams each chose a community charity or activity to support (see Table 1). The theme of the team events was guided by the chosen charity e.g. the Red Nose Day event (which raised funds for Sudden Infant Death Syndrome) included children’s games such as Pass the Parcel and Musical Statues.
Table 1
Fundraising Team Events No. of Participants
Heart Foundation events including regional events 110
Wellness Team Events
Blue team: Red Nose Day 25
Red team: Homelessness Week 25
Green Team: World Heart Day 24
Yellow Team: Mental Health Month 27
End of Year Wellness Event 21
The Heart Foundation also has an Aboriginal culture sub-committee which was not structurally part of the Wellness Program but facilitated staff involvement in events such as National Sorry Day, National Close the Gap Day and Reconciliation Week. Of survey respondents, only 15 per cent reported not participating in any community activities. Feedback also indicated that support from management and flexible working hours helped to engage people in community events and in the wellness program overall.
“I enjoyed the
Wellness Team
events. They were
well organised and
I liked the idea the
people in your team
were from different
teams of the Heart
Foundation. This
was a good way
to get to know the
other people you
don’t interact with
on a daily basis.”
- program participant
Transport Access Guide
Active travel is the idea of encouraging more physical activity by increasing the levels of walking or cycling, especially during the commute to and from work. It may mean using public transport rather than private cars or using transport differently to increase walking distance.
A Transport Access Guide (TAG) was developed by the Heart Foundation NSW, with support from the Premier’s Council for Active Living, in October 2013. It outlines active travel options for reaching the Terrace Towers building where the Heart Foundation Sydney office is located.
The TAG was provided to all Heart Foundation staff and volunteers and copies placed in reception for visitors. The TAG was promoted through the staff newsletter and at staff meetings. It is available on the website and staff were encouraged to send the TAG email link to potential visitors.
Production of the brochure was delayed and so engagement of other Terrace Towers tenants in the use of the TAG and measurement of the use of the TAG within the Heart Foundation will not be complete until 2014.
Workplace Wellness Program 2013
Health and wellbeing opportunities
The Heart Foundation provides a range of activities in-house and subsidises some activities close to the office that staff can opt to join. Some activities, such as corporate rates for staff at local gyms and provision of a weekly yoga class in the office, have been ongoing for a few years. About 13 people regularly make use of a local gym.
While the average number of participants in some activities is low, they have continued as the class has been viable for the leader e.g. weekly yoga on a user pays basis, weekly walking group and monthly book club each with an average of five people. An abs class was run in the first half of the year but with low attendance it was not sustained. Seasonal soccer and touch football each attracted about eight regular participants. The staff survey showed that 64 per cent of respondents had participated in at least one physical activity offered by the wellness program. About one third of these had been part of the Heart Foundation Walking group at some stage through the year.
The survey asked about levels of physical activity over one week. Overall 88 per cent of staff met the nationally recommended 150 minutes of physical activity per week. It is estimated that only 43 per cent of Australians meet this same recommended standard11. Given the nature of the organisation and the work involved it is probably not surprising that there are a number of health conscious employees. The office is also well located for public transport which is used by the majority of staff to commute to work. Hence 66 per cent of staff walk some of the way to work and the average time spent walking to work is 22 minutes.
Other 2013 health and wellbeing activities such as the healthy eating presentations were developed based on staff interest and opportunities. The four sessions were conducted during work time by Heart Foundation nutritionists. Their focus was in line with the national campaign Halt Hidden Salt which particularly aimed to reduce salt intake in processed foods.
Feedback from the staff survey indicated that while people were interested in the practical demonstrations, most people were already using the three main strategies: not adding salt to cooking, avoiding salt on the table at mealtime, and choosing packaged food such as bread and cereals that are lower in salt. Of the 50 respondents, 37 (75 per cent) reported that they had attended a healthy eating session.
The Human Resources department organises flu vaccinations and CPR training each year for staff. These opportunities were included in the wellness program and reported on as a way of highlighting their availability to staff (34 flu vaccinations and 40 attended CPR).
“I think I would be
at the same level of
health as I would
without it, because
I would still ensure
I ate well and
exercised, but
having the program
makes certain
aspects easier and
more convenient.”
- program participant
Overall staff
feedback
The wellness committee were interested in the overall participation and staff experience of the program.
During the 2013 program, survey respondents indicated their participation in events under the four key program themes of Healthy Culture, Healthy Physical Environment, Healthy Community Connections and Health and Wellbeing Opportunities.
It was found that:
• Ninety per cent of respondents had participated in events or activities from at least two key program theme areas
• Seventy-six per cent of respondents had participated in events or activities from at least three key program theme areas
• Thirty-four per cent of respondents had participated in events or activities from all four of key program theme areas.
The survey included lists of possible enablers and barriers to participation in the program. Respondents were asked to tick all that applied to them.
The most commonly noted enablers were as follows:
• Personal motivation and/interest to support the Heart Foundation events (80 per cent)
• General awareness of health and wellbeing opportunities available to me (78 per cent)
• The workplace environment/culture encourages me to participate (78 per cent) • I feel comfortable or welcomed to participate in activities (64 per cent) • Flexible time in work hours (62 per cent)
• The cost is free or reasonably priced (36 per cent) • My manager encourages me to participate (27 per cent).
The responses indicate that personal motivation combined with a generally
supportive environment helped to drive participation in the wellness program. Direct encouragement from managers did not rate highly as an enabler.
The only frequently reported barrier to participation in the program was insufficient personal time. For some part-time staff there was not enough flexible work time for greater participation and for the five regional staff there were not the same opportunities for participation.
Staff were asked whether they had noticed any improvements to their physical wellbeing as a result of the 2013 program. Just over 50 per cent agreed that they spent less time sitting. Twenty-two per cent thought they were more physically active while 27 per cent had not noticed any improvements in their physical wellbeing. Twenty-four per cent reported healthier eating habits.
In previous years the wellness program had included a points system which
encouraged friendly rivalry between the teams for participation in events. Of the staff who had participated in 2012, the majority were pleased that the point systems was not part of the 2013 program while others missed the competitive edge that it could have brought to the program. In general, staff appreciated that the program promoted interaction between people both in their own teams and across functional areas.
Workplace Wellness Program 2013
Committee
feedback
Six of the eight wellness committee members provided their thoughts on the 2013 program and the experience of the committee. Most members considered that the goals and objectives of the program had been well-defined and that there was clear leadership within the committee. They also thought that the team events worked well and were successful in engaging people across different areas of the organisation. Despite the fact that most members were responsible for coordinating activities under a designated key theme area, they did not find the demands on their time too onerous as many tasks were already part of their existing role (with the exception of one committee member who took on additional tasks). Most committee members however, considered that they could have had a more clearly defined role on the committee. Making the time to attend events was sometimes an issue for them. Some thought that there could be greater commitment from senior management and that this in turn would encourage stronger staff participation.
Conclusions
The Workplace Wellness Program is part of the Heart Foundation’s effort to demonstrate the values and best practice that are inherent in its mission as an organisation. A well planned program with measurable objectives and an active management committee helped to ensure that a balance of activities and services were provided within a Healthy Workplace Framework.
Integrating sit-less strategies into daily office routines has been a significant addition to the 2013 program compared to previous programs. Highlighting community connection events and activities that strengthen relationships across the organisation provided a good balance to encouraging physical activity and better nutrition.
“Key staff leaving
who had good
engagement and
encouraged others
had an impact on
the program.”
- Wellness Committee
member
“Team events are
due for review, as
they are the most
time intensive and
have relatively low
attendance for the
effort involved.”
Heart Foundation Wellness
Program evolution
The Workplace Wellness Program 2013 outlined in this case study has evolved over the past five years, in response to annual survey findings, committee feedback, emerging issues (such as the focus on too much sitting in the workplace) and the experience of running a wellness program in-house since 2009.
The initial 2009 program used an external workplace health provider to coordinate online staff health assessments. From the results, senior management concluded that there was a need for a program to support all staff to improve and maintain health behaviours. To reduce costs and take advantage of internal health promotion expertise, the organisation committed to a holistic program with strategies and activities centred on a Mind, Body, and Spirit theme. The program was coordinated by a wellness committee with representation from all departments. To help maintain interest and encourage participation, a core component of the original program was a team-based competition, in which teams were comprised of members across different functional groups. In this format, points were allocated for adoption of a range of healthy behaviours and activity involvement. The outcomes of this program have been published previously2.
Evaluation findings, including feedback from annual staff surveys and committee members, have informed changes to program design and inspired the introduction of new elements since the first program was implemented. This has progressively led to the cessation of the individual points system, but the popular cross-functional team focus and competitive and non-competitive team events have continued, combined with supportive policies and environmental improvements.
There have been some lessons learned along the way that other organisations may consider useful for their own program development. These tips include:
• Engage senior management to ensure ongoing organisational commitment and funding
• Establish a wellness committee to share the load, with clear task delegation • Set clear, measureable goals and objectives to better assess program impact
and outcomes
• Provide a range of activities to capture the interest of as many staff as possible • Link into established charity events with existing resources such as the Heart
Foundation’s Go Red for Women campaign
• Support the adoption of healthy choices by developing healthy organisational policies, for example, healthy catering guidelines, flexible work policy and so on • Aim to improve the workplace environment to support healthier choices, for example,
provide showers, lockers, bicycle parking, decision prompt signage (e.g. posters that encourage stair use), kitchen facilities and height adjustable work stations
• Evaluate the program annually, to inform changes needed to better meet staff needs and encourage ongoing participation
• Offer incentives, like gift vouchers, for evaluation survey completion • Communicate program outcomes to staff and celebrate achievements
and improvements
• Use the program as mechanism to also introduce initiatives such as recognition of Aboriginal cultural awareness days, or as a catalyst for your workplace adopting a Reconciliation Action Plan12.
Many of these tips are outlined in the Heart Foundation’s ‘Healthy Workplace Guide: Ten steps to implementing a workplace health program’13. This guide and its principles have provided a framework for the Heart Foundation NSW Wellness Program since its
Workplace Wellness Program 2013
Useful workplace
health resources
Healthy Workplace Guide: Ten steps to
implementing a workplace health program
A practical, evidence-based ten step guide developed through collaboration between the Heart Foundation, Cancer Council NSW and the Physical Activity, Nutrition and Obesity Research Group (PANORG) from the School of Public Health at the University of Sydney. This guide provides easy to follow steps on creating a workplace that supports employees in leading healthy lifestyles, including how to get started, construct and implement a workplace health program.
heartfoundation.org.au/workplace-wellness
Healthy Workplace Guide: Activities at a glance
A companion resource of the ten step guide that provides a consolidated list of health activities that can be easily implemented within a workplace.
heartfoundation.org.au/workplace-wellness
Heart Foundation workplace catering resources
A range of resources that have been developed to support workplaces in serving healthier foods including catering for functions and onsite canteens/cafeterias, developing a workplace catering policy, and choosing the right caterer to serve healthier food and drinks to employees and visitors.
heartfoundation.org.au/catering
Stand@Work case study
The Stand@Work Study was a collaboration between the Heart Foundation NSW Division and the Prevention Research Collaboration, University of Sydney which measured changes in sitting time in a workplace intervention that introduced sit-stand workstations. The case study also includes tips and strategies to reduce sitting time at home; at work and while travelling.
heartfoundation.org.au/workplace-wellness
Sit-Less workplace posters
Four posters designed to act as a visual cue to prompt workers to stand or move more frequently in a workplace setting. These posters also provide imagery on ways that people can reduce extended sitting throughout the day.
heartfoundation.org.au/workplace-wellness
Heart Foundation Walking@Work program
Heart Foundation Walking is an established low intensity physical activity program that is easy and inexpensive to implement in the workplace. It benefits individual participants, employers and workplaces.
heartfoundation.org.au/SiteCollectionDocuments/Walking@Work.pdf
A Healthier Serve
The Heart Foundation’s Guide to healthier cateringHealthier Workplace WA
The Healthier Workplace WA program offers free services and resources to all workplaces across Western Australia to help them support and encourage workers to make positive lifestyle changes that benefit everyone.
Healthier Workplace WA is delivered by the Heart Foundation WA in conjunction with Cancer Council WA and the University of Western Australia. Other specialist services and programs are available from Diabetes WA, Western Australian School Canteen Association and TravelSmart.
healthierworkplacewa.com.au/
Get Healthy at Work NSW
Get Healthy at Work is a NSW Government initiative that aims to improve the health of working adults by offering free services and resources to workplaces across New South Wales. The initiative focusses on healthy weight, physical activity, healthy eating, active travel, smoking and harmful alcohol consumption.
gethealthyatwork.com.au/
Workplaces for Wellness QLD
Workplaces for Wellness is a Queensland Government initiative that provides guidance and practical resources to support Queensland workplaces to implement best practice wellness programs.
Workplace Wellness Program 2013
References
1. Chau J. Evidence module: Workplace physical activity and nutrition
interventions. Physical Activity Nutrition and Obesity Research Group,
University of Sydney.(2009)
2. Heart Foundation. Championing Hearts in NSW. Staff Wellness Program 2009. (2011)
3. Chau J et al., Desk-based workers’ perspectives on using sit-stand workstations: a qualitative analysis of the Stand@Work study, BMC Public Health, MS: 2040696272117838, in press
4. Proper KI et al., Sedentary Behaviors and Health Outcomes Among Adults; A Systematic Review of Prospective Studies, Am J Prev Med 2011; 40(2):174 –182
5. Healy GN, Matthews CE, Dunstan DW, et al. Sedentary time and cardio-metabolic biomarkers in US adults: NHANES 2003–06. Eur Heart J 2011;32:590–7.
6. Van der Ploeg HP et al, Sitting Time and All-Cause Mortality Risk in 222 497 Australian Adults, Arch Intern Med. 2012;172(6):494-500
7. Healy, GN., et al. “Reducing sitting time in office workers: Short-term efficacy of a multicomponent intervention.” Preventive medicine (2013).
8. Grunseit, AC, et al. ““Thinking on your feet”: A qualitative evaluation of sit-stand desks in an Australian workplace.” BMC public health 13.1 (2013): 1-10. 9. Gilson, ND., et al. “Does the use of standing ‘hot’ desks change sedentary work
time in an open plan office?” Preventive medicine 54.1 (2012): 65-67. 10. Heart Foundation. The Stand@Work Study – Do sit-stand workstations reduce
employees’ sitting time? (2013)
11. Australian Bureau of Statistics. Australian Health Survey: Physical Activity, 2011-12, Taken from: http://www.abs.gov.au/ausstats/abs@.nsf/ Lookup/4364.0.55.004Chapter1002011-12
12. Reconciliation Australia, Reconciliation Action Plans, http://www. reconciliation.org.au/raphub/
13. Heart Foundation. Healthy Workplace Guide: Ten steps to implementing a workplace health program. (2011)
Australian Capital
Territory
Canberra Unit 1, Level 1, 17-23 Townshend Street, Phillip ACT 2606 Tel: (02) 6282 5744New South Wales
Sydney
Level 3, 80 William Street Woolloomooloo
NSW 2011 Tel: (02) 9219 2444
Illawarra
Kiama Hospital and Community Health Service Bonaira Street
Kiama NSW 2533 Tel: (02) 4233 0133
Newcastle and Hunter
32 Brunker Road
Broadmeadow NSW 2292 Tel: (02) 4922 1547
Tamworth and New England
Alliance People Solutions, Level 1, 307 Peel Street Tamworth NSW 2340 Tel: (02) 6766 1394
Northern Territory
Darwin
Darwin Central Offices Level 3, 21 Knuckey Street Darwin NT 0800 Tel: (08) 8981 1966
Queensland
Brisbane 557 Gregory Terrace Fortitude Valley QLD 4006 Tel: (07) 3872 2500South Australia
Adelaide 155-159 Hutt Street Adelaide SA 5000 Tel: (08) 8224 2888Tasmania
HobartLevel 1, 89 Brisbane Street, Hobart, TAS 7000
Tel: (03) 6224 2722
Victoria
Melbourne
Level 12, 500 Collins Street Melbourne VIC 3000 Tel: (03) 9329 8511
Western Australia
Perth 334 Rokeby Road Subiaco WA 6008 Tel: (08) 9388 3343© 2013 National Heart Foundation of Australia ABN 98 008 419 761. ISBN 978-1-74345-083-3 PRO-159
For heart health information
1300 36 27 87
