EIM Workplace PA Guide

PHYSICAL ACTIVITY
IN THE WORKPLACE
A GuIdE
Acknowledgements
This resource has been developed by Exercise & Sports Science Australia (ESSA ), and supported by the Healthier
Australia Commitment. ESSA would like to acknowledge the contributions made by:
• Chris Tzarimas1 (chief author)
• Anita Hobson-Powell1
• Rebecca Johnson1
• Jennifer Shaw1
• Dr Chris Askew1
• Suzanne Davies2
• Christel Leemhuis2.
1. Exercise & Sports Science Australia (ESSA)

2. Healthier Australia Commitment.
Exercise and Sports Science Australia Limited ABN 14 053 849 460
PHYSICAL ACTIVITY IN THE WORKPLACE – A GuIdE
TAbLE Of CONTENTS
1. IntRoductIon
exercise & sports science Australia (essA) 5
About exercise Is medicine (Australia) 5
Healthier Australia commitment 5
Aim of the guidelines: why promote physical activity in the workplace? 5
Presenteeism: cost of inactivity 6
2. guIdelInes
definitions of physical activity: Incidental versus structured 8
Recommended levels of physical activity for health 8
sedentary behaviour 9
Barriers to increasing physical activity 10
stages of change: transtheoretical model 11
Applying the transtheoretical model: stage-matched interventions for organisations 13 3
Promoting active modes of transport 16
organisation policy and support: making physical activity a cultural fit 20
organisation infrastructure: workplace environment 22
empowering employees: needs assessment 22
eIm ‘Be Active at work’ employee survey 23
tips to promote the (online) eIm ‘Be Active at work’ employee survey 24
Promoting Physical Activity events: using the PACE resource 25
3. APPendIces
Appendix A. eIm organisation Policy and support Audit tool 29
Appendix B. eIm (workplace) environmental Audit tool 40
Appendix c. Bicycle Information and Active transport website directory 44
01
INTROduCTION
INTROduCTION
ABOUT EXERCISE & SPORTS SCIENCE the Exercise Is Medicine® (Australia) national taskforce
AUSTRALIA (ESSA) is listed below:
exercise & sports science Australia (essA) is a • Australian medicare local Alliance (AmlA)
professional organisation representing over 3 000 • Royal Australian college of general Practitioners
prominent exercise physiologists, sports scientists, (RAcgP)
exercise scientists and academics (researchers). • Australian Practice nurses Association (APnA)
established in 1991, essA is the leading authority on • consumers Health Forum of Australia
physical activity and exercise in Australia. Its vision • Australian government’s lifescripts program
is to enhance the health and performance of all • Australian Food and grocery council (AFgc)
Australians by supporting exercise and sports science
professionals. essA provides national leadership and Exercise Is Medicine® (Australia) has three guiding
advocacy on key issues and supports its members and principles:
the community by fostering excellence in professional • Physical activity and exercise and are important to
practice, education and training, and research. health and the prevention and treatment of many
essA is proud to be a major partner in developing chronic diseases.
Physical Activity in the Workplace: A Guide. • more should be done to address physical activity
For more information, visit www.essa.org.au or and exercise in health care settings.
contact (07) 3862 4122. • Further efforts are required to bring a greater focus
on physical activity and exercise in health care
What is an Accredited Exercise settings.
Physiologist (AEP)? 5
An Accredited exercise Physiologist (AeP) is a 4-year supporting physical activity friendly environments in
university-qualified allied health professional who the workplace, schools and local communities remains
specialises in exercise and lifestyle management a key objective of Exercise Is Medicine® (Australia).
services for the prevention and management of For more information, visit
chronic disease, injury and disability. many AePs are www.exerciseismedicine.org.au, call (07) 3862 4122 or
employed in the workplace wellness sector, designing email [email protected].
and implementing workplace physical activity and
exercise programs, as well as providing occupational HEALTHIER AUSTRALIA COMMITMENT
rehabilitation services. the Healthier Australia Commitment is an industry
essA provides the national accreditation led, multi-year strategy to assist Australians to
program for exercise physiologists. As allied health improve their health and wellbeing. the commitment
professionals, AePs are eligible to register with brings together major Australian food and grocery
medicare Australia, the department of Veterans’ industry players in partnership with not-for-profit
Affairs, and state and territory workcover bodies, and and other organisations with the aim of building
are recognised by private health insurers. healthier families and educating Australians about the
to find an AeP in your area, visit the ‘Find an importance of energy balance. the Healthier Australia
exercise physiologist’ national search directory online commitment promotes ways to help people achieve
at www.essa.org.au or contact (07) 3862 4122. a healthy lifestyle by promoting energy balance
– balancing the quality and quantity of foods and
ABOUT EXERCISE IS MEDICINE® (AUSTRALIA) increasing physical activity.
Exercise Is Medicine® (Australia) is a national initiative For more information, visit the
coordinated by essA that aims to make physical activity Healthier Australia Commitment website at
and exercise a standard part of a disease prevention www.togethercounts.com.au.
and treatment medical paradigm in Australia. In line
with the Australian government’s recent focus on AIM OF THE GUIDELINES
preventative health, Exercise Is Medicine® (Australia) these guidelines and their accompanying resources
aims to combat the rising tide of preventable disease have been developed by exercise & sports science
and health care costs by establishing a national action Australia (essA) and supported by the Healthier
plan through health industry stakeholder engagement. Australia commitment (HAc). they are intended to
support organisations in the promotion of physical major diseases of modern society including diabetes,
activity in the workplace and to reduce sedentary heart disease, depression and cancer.6–10 Yet despite
(inactive) behaviour. this evidence, almost 70% of Australian adults are
Physical activity levels are recognised as a major not active enough to achieve the preventive health
risk factor for chronic disease and ill-health in benefits.11
Australia, however increasing evidence suggests that the workplace is recognised as a priority setting for
health authorities should also consider the sedentary health promotion by the world Health organization
(sitting) habits of individuals when assessing their and the Australian government.12–13 sixty-five per cent
health risks. consequently, a workplace activity of the Australian population aged over 15 years are
program should include interventions targeting both in the labour force14 , with 68.5% of the workforce
of these behaviours to achieve significant health classified as sedentary or engaging in low-level
benefits. activity.15 Related to this, the cost of absenteeism in
the targeted audience of this guide includes senior Australia is estimated at $7 billion each year.16 Recent
management, human resource units, health promotion research has shown that workplace health programs
units and workplace health committees, and its resulted in, on average, a 25.3% decrease in sick leave
content and recommendations are applicable to small-, absenteeism, 40.7% decrease in workers compensation
medium- and large-sized organisations. costs, 24.2% decrease in disability management costs
and $5.81 of savings for every $1 invested in employee
Why promote physical activity in the wellbeing.17
workplace?
6 Physical inactivity is one of the biggest global public PRESENTEEISM: COST OF INACTIVITY
health problems of the 21st century – with low cardio- Presenteeism is the loss of productivity that occurs
respiratory fitness (cRF) accounting for significantly when employees come to work but are not fully
more deaths than other risk factors (see graph below). functioning because of illness or injury.18 more work
performance is lost from presenteeism than from


absenteeism,14 with the cost of presenteeism estimated
 Men at almost $26 billion per year (more than four times
Attributable Fractions (%)
Women the cost of absenteeism).20


 the largest contributors to presenteeism are:
 • depression
 • allergies
 • hypertension
 • type 2 diabetes.20

ity
er
es
F*
ro
o
ok
et
Physical activity is a proven treatment for three of

s
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ab
n
Sm
es
te
w
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Lo
the four major contributors to presenteeism and can

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therefore play a major role in improving productivity

Hi
Source: S. Blair 2010 within the Australian workforce.18–20
Physical inactivity is the second highest lifestyle- Medical & Pharmacy
related cause of disease and illness in Australia, only Long-term

Presenteeism Disabililty
behind smoking.1,2 Inactivity doubles the risk of heart
Absenteeism Short-term
disease, type 2 diabetes and obesity,3 and increases the
Disability
risk of stroke, various cancers, depression, anxiety and
falls4 as well as contributing to over 13,000 premature
deaths annually in Australia5. Although physical activity Indirect Costs Direct Costs
is an essential component of weight management, it is
Source: Edington DW WN. Health and Productivity. In: McCunny, RJ: A
very beneficial to an individual’s health – independent
PracticalApproach to Occupational and Environmental Medicine. 3rd ed.
of weight loss.1 structured physical activity is highly
Philidelphia: Lippincott Williams &Wilkins; 2003: 140-15210
effective in preventing and/or treating most of the
02
GuIdELINES
DEFINITIONS OF PHYSICAL ACTIVITY Aerobic Activity

Physical activity may be incidental or structured – as Aerobic activity (also known as endurance activity)
defined below: improves cardio-respiratory fitness and has three
Incidental (physical) activities (often referred defining characteristics:
to as ‘activities of daily living’ or Adls) are activities • it is a continuous activity, lasting more than 10
that are undertaken as part of normal daily tasks. minutes
they include walking up the stairs or to the bus stop, • it is rhythmic in nature
household chores and running errands. Although • it uses large muscle groups.
each incidental activity in isolation may be viewed
as only a small amount of time (generally less than examples of aerobic activity include: walking,
10 minutes), when combined, the sum of all Adls jogging, swimming, cycling, rowing, tennis, volleyball,
in a given day add up to a significant portion of basketball and soccer, particularly when performed as
an individual’s overall activity levels. moreover, endurance activities.
incidental activity has gained greater recognition in to promote and maintain health, adults should
recent years for its health benefits in interrupting perform:
sedentary (sitting) time – a independent risk factor • moderate-intensity aerobic physical activity for a
for chronic disease and all-cause mortality (see minimum of 30 minutes on five days each week
‘sedentary Behaviour’, page 9). (i.e. a total of 150 minutes of moderate-intensity
Structured physical activity (otherwise referred aerobic activity each week); or
to as exercise) is a planned activity that is usually • vigorous-intensity aerobic activity for a minimum
8 performed for an extended period (i.e. beyond 10 of 25 minutes on three days each week (i.e. a total
minutes) and is purposeful in the sense that the of 75 minutes of vigorous-intensity activity each
objective is the improvement of health and fitness. week); or
exercise includes routine jogging, swimming, or • a combination of moderate and vigorous
cycling to work. intensity activities can be performed to meet this
Both incidental and structured physical activity recommendation.
can produce similar health benefits when performed
in adequate amounts. the aim of these guidelines is For additional health benefits, adults should
to support employees to achieve the national physical increase their moderate-intensity aerobic physical
activity recommendations by either increasing the activity to 300 minutes per week, or engage in 150
amount of incidental activity and/or structured minutes of vigorous-intensity aerobic physical activity
activity performed by employees. per week, or an equivalent combination of moderate-
In later sections in this guide, we outline the and vigorous-intensity activity.
following two models (or frameworks) that serve as on a 10-point scale – where sitting is 0 and an
the foundations for a successful workplace activity all-out or maximal effort is 10 – moderate-intensity
initiative: activity is a 5 or 6 and results in a noticeable increase
• barriers and enablers to increasing physical in heart rate and breathing. on the same scale,
activity (4-category activity-barrier model) vigorous-intensity activity is a 7 or 8 and produces
• stages of change (transtheoretical model). dramatic increases in heart rate and breathing.
RECOMMENDED LEVELS OF PHYSICAL Muscle-strengthening activity

ACTVITY FOR HEALTH Adults should perform strength training activities for a
A summary of the recommendations by the world minimum of 2 days each week. the recommendations
Health organization (wHo) for adults aged 18 to include 8–10 exercises using major muscle groups
64 years – including the amount and intensity of performed on two or more non-consecutive days per
each activity – is provided below.21 It must be noted week.
that the recommendations outline the minimum A weight should be used that allows 10–15
activity required for health benefit, and the wHo repetitions per exercise. the level of effort for strength
advises that many adults should exceed the minimum training should be moderate to high. on a 10-point
recommended amount of activity. scale – where no movement is 0 and maximal effort is
GuIdELINES
10 – moderate effort is a 5 or 6, and high intensity is a Prolonged sitting is becoming an increasingly

7 or 8. important factor in both workplace health and
productivity, since chronic disease is associated with
Activity plan reduced productivity through absenteeism and
Adults with a chronic health issue or injury should presenteeism.
have an activity plan developed to ensure that the
program works optimally as a treatment or therapy. Implications for organisations
certain risks including falls, injury and other adverse organisations should focus not just on increasing
events need to be addressed with specific tailored physical activity levels amongst the workforce but also
exercise prescribed by an appropriately qualified on reducing sitting time, especially in individuals who
allied health professional (i.e. an Accredited exercise do not meet the physical activity recommendation
Physiologist). – currently representing 68.5% of the Australian
workforce. Furthermore, encouraging high-risk groups
SEDENTARY BEHAVIOUR (such as individuals with cardiovascular disease or
sedentary behaviour is used to describe activity of low diabetes, or those who are overweight or obese) to
energy expenditure and is typically characterised by sit less and be more physically active should be an
sitting which can occur at work, in transit, at home and absolute priority.
during leisure time. technological change and labour- Research has shown that interrupting sitting-
saving devices in the workplace means that prolonged time with light-intensity activity (e.g. standing or
sitting has become an ever-present part of adults’ casual-paced walking) offers significant health
working lives. benefits and should be actively promoted within 9
workplaces. encouraging employees to move should
Effects of prolonged sitting on health be the primary focus for the workplace – even ‘non-
while posture at work is recognised as a potential sweaty’ light-intensity activity. while promoting
occupational hazard , research now links prolonged
1
this type of activity poses fewer challenges than
sitting with premature mortality23, heart disease and engaging employees in moderate-to-vigorous activity,
diabetes 24-30
. the potential adverse health risk of effective intervention nonetheless requires a strong
sedentary time needs to be considered separately to commitment coupled with a strategic approach.
the lack of physical activity outside work hours. this Recommendations for actively promoting reduced
follows recent evidence that (as a population health sitting time include:31,37
risk) reducing total time spent sitting may be at least • Incorporate prolonged-sitting within occupational
as important as increasing participation in physical health and safety policies, just like other elements
activity — in fact, 30 minutes of physical activity is
31,32
of ergonomics and posture.
as protective an exposure as 10 hours of sitting time • determine the levels of prolonged sitting among
is a harmful one. For instance, an employee may meet employees during work hours through audit. this
the minimum recommendations for physical activity information can be obtained through the online
by doing regular structured physical activity (such ‘eIm Be Active at work survey’ (page 23) – which
as a brisk walk or cycling for at least 30 minutes at features a series of questions including sitting time
5 sessions per week) but typically sit for prolonged and average frequency of interruptions to sitting
periods of the day – still placing the individual at risk. every hour.
the evidence is sufficiently strong that: • explore opportunities to reduce sitting time in the
• adults who sit less throughout the day have a lower workplace through interventions, for example:
risk of death – particularly from cardiovascular > encourage staff to interrupt their sitting time
disease36,37; and every 30 minutes for 2 minutes – or at least
• regardless of total sitting time, regular every hour for 2–4 minutes. the interruption in
interruptions from sitting (even standing up) sitting time need not necessarily be a break from
may assist in reducing risk factors for developing work-related activity; it may be an opportunity
coronary artery disease and diabetes.38,39 to discuss matters or deliver items to another
colleague, or any other work-related task.
> Introduce height-adjustable desks to promote Inter-personal

standing. Inter-personal barriers refer to barriers arising from
> Promote and support standing or walking the individual’s relationship with others. this may
meetings. At the very least, incorporate short include:
breaks during prolonged sit-down meetings • at home (e.g. an unsupportive partner, child-
(e.g. 2 minutes standing/walking every 30 minding responsibilities and/or household-tasks)
minutes or at least 2–4 minutes standing/ • the workplace (e.g. an unsupportive employer,
walking every hour). constantly working over-time)
> Introduce extra-long telephone cords or • other (extracurricular activities).
telephone headsets to enable employees to
stand during phone calls. Environmental
> Re-organise work tasks to enable employees to environmental barriers include:
stand or sit as they choose. • weather
• physical environment (e.g. uneven footpaths,
organisations should be encouraged by the fact inadequate lighting, unsafe area for exercise)
that replacing prolonged sitting-time with light- • area lacks infrastructure for various physical
intensity activity is a feasible goal for employees and activities (e.g. no bicycle paths or parks).
offers significant health benefits – independent of
moderate to vigorous activity levels. Organisational
organisational barriers refer to the obstacles arising
10 BARRIERS TO INCREASING PHYSICAL ACTIVITY from the proposed activity itself, demonstrated in the
there are multiple influences on an individual that following examples:
may act to support (enablers) or hinder (barriers) • frequenting a fitness centre – the financial cost of
their physical activity behaviours. Barriers to increasing the membership may be a barrier, or the location
physical activity in individuals can be divided into 4 of the centre may require excess travel time
categories:38 • attending an aquarobics class – the time the class
• intra-personal is hosted may clash with other commitments, or
• inter-personal the location of the class may be difficult to organise
• environmental transport to.
• organisational.
Implications for organisations
the (4-category) activity-barrier model provides the broad nature of the above model enables an
an excellent framework to conduct a comprehensive organisation to identify where in its capacity it can
investigation and identify all potential barriers that support its employees to increase or maintain their
may arise for each individual. subsequently, strategies activity levels. the appropriate strategies for each
can be co-developed to counter these barriers – category of barriers are outlined below:38
assisted by using the same model to identify all the
enablers that support the individual. Intra-personal barriers
• Psycho-social, physical and cultural issues are
Intra-personal more effectively addressed through individual
Intra-personal barriers refer to barriers within the counselling and/or group counselling approaches
individual. they may include: (see ‘group counselling versus individual
• psycho-social issues (e.g. self-efficacy, motivation) counselling’ on page 15).
• physical issues (e.g. movement limitations, health
status) Inter-personal barriers
• cultural issues (e.g. conforming to ‘social-age’, or • Individual counseling and/or group counseling
perceiving exercise as inappropriate). approaches may also assist in addressing barriers
arising from an individual’s relationships with
others (see ‘group counselling versus individual
counselling’ on page 15).
GuIdELINES
• organisations should also seek to play a direct engage in low-level physical activity, emphasis should
role in addressing inter-personal barriers arising be given to effecting a change in this cohort to reduce
in the workplace (e.g. unsupportive management; sedentary time and increase activity levels. the most
inflexible working hours) to support employees. effective strategies identified to engage individuals
An Organisational Policy and Support Audit Tool in this cohort are health education and increasing
(Appendix B) provides a policy review checklist for awareness. this is because two psychological states
organisations to ensure a supportive culture. contribute to an individual’s readiness for change:
perceived importance and confidence in ability to
Environmental barriers change (or self-efficacy). Behaviour change can be
• organisations should provide the optimal physical measured on a ‘scale of change’, from ‘awareness’ to
environment (and infrastructure) to support ‘sustainability’.
physical activity amongst its employees. the transtheoretical model (or stages of
• where possible, this should also address barriers readiness) proposes that an overall change in
arising from the weather or climate. A (Workplace) an individual’s health-behaviour involves them
Environmental Audit Tool (Appendix c) provides progressing through five well-defined stages: pre-
a checklist for organisations to ensure a supportive contemplation, contemplation, preparation, action
environment. and maintenance. the premise of the model is that
each stage of readiness requires a specific support
Organisational barriers strategy to advance an individual into the next stage,
• All potential barriers arising from events or with the ultimate goal of progressing to ‘action’ or
activities hosted or coordinated by the workplace ‘maintenance’. therefore, it is important to evaluate 11
should be considered and addressed. For example, the stage of readiness for physical activity for each
subsidising part or all of the costs of an activity individual within an organisation before they are given
overcomes the barriers associated with affordability the challenge to change their behaviour.
and scheduling frequent activity classes throughout
the day address the barriers associated with 1. Pre-contemplation
accessibility. Individuals in the pre-contemplation stage are not
• Individual counselling and/or group counselling thinking about or intending to change a problem
approaches may also assist in minimising behaviour (or initiate a healthy behaviour) in the
organisational barriers by working with employees near future – usually quantified as the next 6 months.
to determine alternative and more feasible Pre-contemplators are usually not armed with the
options, given their unique constraints (see ‘group facts about the risks associated with their current
counselling versus individual counselling’ on page behaviour (inactivity) and in many instances, can
15). be unaware that it is a problem. Additionally, many
individuals make unsuccessful attempts to change,
STAGES OF CHANGE: becoming discouraged and regressing back to the
TRANSTHEORETICAL MODEL pre-contemplation stage. It is important to ascertain
the main driver behind a positive return on investment why individuals in this stage are resistant and/or
(RoI) in a workplace physical activity promotion unmotivated, rather than ignoring them.
campaign is change. well-grounded behaviour-change
strategies are fundamental to health and wellness 2. Contemplation
improvements, providing increased productivity and An individual enters the contemplation stage when
health risk reduction in the long term. given that he or she becomes aware of a desire to change a
approximately 68.5% of the workforce are inactive or particular behaviour – typically defined as within
Awareness Take-up Impact Sustainability
Pre-contemplation Contemplation Preparation Action Maintenance

the next 6 months. In this stage, individuals weigh in a current positive behaviour (e.g. missing one
the pros and cons of changing their behaviour – a or two exercise sessions), a relapse is a return to
process known as decisional balance. typically these former behaviour patterns (e.g. being inactive for
include past experience (e.g. discomfort may be a an extended period). Persons should be counselled
con; reduced stress and more energy may be a pro), to deal with lapses or relapses, and to recognise
motivation (e.g. losing weight could be a pro), exercise that these behaviours are not tantamount to
knowledge, program convenience, financial cost or failure. the most effective approach for preventing
time allocation. contemplators also represent a large relapses is to anticipate potentially high-risk
proportion of individuals with regards to physical situations and devise strategies to cope with (and
activity behaviours, as ambivalence between the pros even avoid) these situations. A high-risk situation
and cons of change keeps many people immobilised is one that people find challenging to manage
in this stage. Resolving this ambivalence is one way to without resorting to old behaviours (e.g. heavy
help contemplators progress toward taking action to work schedules are often cited by previously
change their behaviour. sedentary persons as a high-risk situation).
within that situation will be specific triggers,
3. Preparation which include things such as stress and anxiety,
By the time individuals enter the preparation stage, changes in availability times and discouragement
the pros in favour of attempting to change a problem from peers. High-risk situations and their triggers
behaviour outweigh the cons, and action is intended are unique to each person, so it is important to
in the near future, typically within the next 30 days. ascertain both of these through consultation.
12 many individuals in this stage have made an attempt
to change their behaviour in the past year, but have
Pre-
been unsuccessful in maintaining that change.
contemplation
Preparers often have a plan of action, but may not be
entirely committed to their plan. traditional action-
oriented behaviour-change programs are appropriate
for individuals in this stage. Contemplation
4. Action
the action stage marks the beginning of actual RELAPSE
change in the specific behaviour – typically within the
past 6 months. By this point, where many theories
Maintenance
of behaviour change begin, an individual is half way
Preparation
through the process of behaviour change. this is also
the point where relapse, and subsequently regression
to an earlier stage, is most likely. If an individual has Action
not sufficiently prepared for change, and committed to
their chosen plan of action, relapse back to sedentary
behaviour is likely.
It should be noted that while progression through
5. Maintenance the stages of readiness can occur in a linear fashion,
Individuals are thought to be in the maintenance stage a nonlinear progression is more common. often,
when they have successfully attained and maintained individuals recycle through the stages, or regress to
behaviour change for at least 6 months. while the earlier stages from later ones, rather than progress
risk for relapse is still present in this stage, it is less through the stages in a linear sequence. change
so, and as such individuals need to exert less effort in often comes at its own pace – often quickly and in
engaging in change processes. bursts, rather than a consistent rate. It is not unusual
for someone to spend years in pre-contemplation
Relapse and then progress to action in a matter of weeks
whereas a lapse is defined as a (brief) interruption or months. notwithstanding, stage-matched
GuIdELINES
interventions lead to forward progression in the stages of current physical activity behaviours – providing
of change model, which is important given the largest an ideal opportunity to facilitate awareness
portion of the workforce are in pre-contemplation or raising in pre-contemplative employees. Requiring
contemplation stages for physical activity. less than 10 minutes to complete, the survey
provides employees instantaneous feedback
APPLYING THE TRANSTHEORETICAL MODEL: including evaluation of their overall activity level
STAGE-MATCHED INTERVENTIONS FOR and recommendations to reduce their health-
ORGANISATIONS risk profile. developed with a subtle educational
traditionally, workplace health programs targeted intent, the survey concludes with a short quiz as an
their initiatives at the minority of employees already additional awareness-raising activity (see ‘EIM be
in the latter preparation through to maintenance Active at Work employee survey’ – page 23).
stages, without enough focus on the individuals who
stood most to benefit significantly but require more other methods include health assessments
support. moreover, it is the pre-contemplation and measuring overall physical activity levels and
contemplation cohorts that provide an organisation physical fitness (e.g. cardio-respiratory fitness
with its greatest return on investment with regards to assessments). Highlighting key findings – with
productivity (presenteeism and absenteeism). recommendations – is an effective strategy to raise
this section outlines recommended behaviour- awareness of the need for a change in behaviour.
change strategies for implementation by
organisations that are stage-matched to enable 2. Information materials.
maximal impact across the entire workplace. the Provide subtle informative materials (e.g. 13
aim of an organisation should be to advance its physical activity information brochures) that
employees to the next stage of their physical activity allow the individual to browse at their own
related behaviour. discretion. materials should be brief and
comprise a balance between highlighting
Pre-contemplators (no intent and inactive) the benefits of being active and the hazards
the pre-contemplation stage includes individuals who of inactivity. the information should be
are not active and are not thinking about becoming accompanied with clear, achievable advice on
active. consequently, the goal at this stage is to how to bring about change, including a few
engage individuals to begin thinking about physical self-reflective questions to prompt engagement.
activity (i.e. advance the individual to contemplation Information brochures can be ordered through
stage). uninvited or aggressive methods of the Exercise Is Medicine (Australia)® office at
persuasion typically elicit a resistant response. [email protected].
criticism of their current behaviour may escalate the
response with defensiveness and irritation, feeding 3. Information seminars.
a determination to remain inactive. A more effective schedule information seminars with anecdotes to
approach is to arouse interest by raising awareness arouse the interest of, and engage, employees.
of both the benefits of physical activity and the
hazards of inactivity. known as ‘planting the seed’, 4. Providing role-models: employee testimonials.
the strategy is to first raise awareness of the issues Provide testimonials from people who have made
surrounding the current (problem) behaviour and the change from a sedentary lifestyle to a regularly
its consequences, and then provide resources and active one. Acting as role models, their testimonials
support in a subtle manner to nurture an interest. should highlight all the benefits leading to an
there are several methods to support this outcome, enhanced quality of life. other considerations are:
although the effectiveness is increased when they are • include an honest account of the obstacles
delivered in combination: and challenges in maintaining the change and
the successful strategies that maintained their
1. Awareness raising through health assessment. motivation
the online ‘EIM be Active at Work’ employee • where possible, select an individual
survey comprises questions to prompt reflection representing the typical profile of the workforce
– preferably an employee increasing physical activity, applying the 4 category

• outline the things that made physical activity barrier model (see ‘Barriers to increasing physical
appealing for the person, and how it has activity’ – page 10). most often, emphasis is on
improved their quality of life. addressing inter-personal barriers (e.g. self-efficacy
and motivation).
Real stories resonate with people and can provide • co-develop an action plan, including the design of
a source of inspiration. more importantly, a well- a tailored physical activity program addressing the
structured testimonial can build the reader’s trust barriers.
in the intended message regarding physically active • co-develop tailored relapse prevention strategies
lifestyles, and provoke thought into action. An as a supplement to the action plan (see ‘Relapse
effective strategy to capture the attention of the prevention’ – page 15).
reader, it not only targets the pre-contemplator
to encourage a shift to contemplation, but also Action (consistently active for
targets the contemplator to encourage a shift to less than 6 months)
preparation. the action stage includes individuals who are
physically active at the recommended level but
5. Self-monitoring activities: pedometer have been so for fewer than 6 months. the goal of
self-monitoring can be used to identify unhelpful this stage is to make physical activity a routine and
patterns and/or sedentary activities. A simple sustainable part of the individual’s lifestyle, applying
method effective in engaging those who are the following strategies:
14 sedentary is to provide an inexpensive pedometer
to track step-count for walking and related physical • Provide support for self-management of
activities. Pedometers are a cost-efficient, valid and physical activity.
reliable means for providing motivational feedback. empowering the employee to become independent
A simple step-count diary that enables a long- in managing their physical activity behaviour or
term analysis of activity levels is available on the routine can be achieved by periodically providing
Exercise Is Medicine (Australia)® website at www. education on the principles of physical activity,
exerciseismedicine.org.au. including self-monitoring techniques.
Contemplation (intent, but inactive) • Build self-efficacy.

the contemplation stage includes individuals who through a process of guided enactive mastery
are not physically active but are considering making a – achieved by establishing and achieving sub-
change. there are two primary aims for this stage: goals will increase an individual’s self-efficacy and
• Address ambivalence; help tip the decisional reinforce their current behaviour.
balance in favour of the pros (over the cons) for
becoming more active. • Reinforce relapse prevention strategies.
• Provide support in the form of advice and Re-visit relapse prevention strategies and refine
education focused on getting started; goal setting, where necessary to ensure continuity of behaviour
and establishing support networks. (see ‘Relapse prevention’ – page 15).
Preparation (intent and occasional activity) Maintenance (consistently active

the preparation stage includes individuals who are for 6 months or more)
committed to make a change within the next 30 days. the maintenance stage includes individuals who have
the may be sedentary, or engaging in some physical been physically active at the recommended level for
activity but not at the recommended level, and are at more than 6 months. Although this behaviour can
risk of regression if not supported within the period now be considered a routine part of the individual’s
they intend to make a change. the goal in this stage is lifestyle, there always remains a risk of relapse.
to support the individual to engage in regular activity, consequently, the goal for this stage is to prepare for
applying the following strategies: future setbacks and sustain motivation, applying the
• Identify and address all potential barriers to following strategies:
GuIdELINES
• Highlight the rewards. example, adjusting the volume and frequency of

Reflect on the benefits derived from increasing the activity plan to accommodate a busy period
activity levels with an overall focus on quality of life or devising an activity routine during interstate
as reward. or overseas trips.
• Review activity program or routine. 5. discourage (warn) individuals from adopting the
Refine the current activity program subject to ‘all or nothing’ rule, which is one’s tendency to
individual needs. these needs may be based give up even if a small lapse has occurred. Reassure
on seeking new challenges or goals, variety them that lapses are a normal occurrence in
of activities or changes in the individual’s routine physical activity, and encourage them to
circumstances. view lapses as a fork in the road that could either
lead to maintaining activity or reverting to earlier
• Reinforce relapse prevention strategies. behaviour patterns.
Re-visit relapse prevention strategies and refine
where necessary to ensure continuity of behaviour 6. Practice cognitive behavioural approach (cognitive
(see ‘Relapse prevention’ – page 15). restructuring) to overcome unhelpful or negative
thought patterns (e.g. low self-efficacy).
Relapse prevention
Relapse prevention strategies are most effective when 7. Apply periodic positive reinforcement for
developed in the preparation stage of readiness, employees
allowing for refinement during advanced stages of 15
readiness: forewarned is forearmed. such a strategy Group counselling versus individual counselling
may involve a process similar to that described below: many of the support strategies mentioned earlier
require face-to-face consultation, leaving organisations
1. Help employees to recognise that maintaining with the choice of providing group interventions or
change is challenging, and that they should more intensive individual counselling sessions for its
anticipate high-risk situations and occasional employees.38,40,41
lapses. group counselling (seminars and workshops) is an
alternative or supplement to individual counselling.
2. Have person identify their enablers (i.e the things groups can be designed specifically for the efficient
that help maintain the change). conveyance of information or for a combination of
information and social support. small-group formats
3. Have person identify the things likely to trigger offer several advantages over individual counselling.
a relapse and note these in a list. careful First and foremost is social support: participants
consideration should be given to their perceived sometimes receive information and advice better from
barriers in maintaining their physical activity other participants than from health professionals.
routine (see ‘Barriers to increasing physical activity’ they may also see themselves in other participants
– page 10) as well as the high-risk situations that and begin to understand their own issues (behaviours
may arise. this will help develop an accurate and barriers). Participants can also offer important
forecast of the most likely events or issues causing feedback to other group members in a way that health
lapses to their routine. Reflecting on their enablers, professionals cannot. Additionally, a small group allows
guide the individual to develop strategies to participants to provide support, encouragement,
counter each barrier. feedback, etc. in an altruistic manner – a gesture that
has significant psychological benefit. notwithstanding,
4. develop a (pre-emptive) action plan for each the most important ingredient for a successful group
barrier/scenario. the action plan should include: counselling intervention is the quality of the facilitator.
• accessing/notifying sources of support to assist the facilitator should be an allied health professional
a return to active behaviour with proven expertise in health-behaviour change
• developing a contingency plan comprising counselling for physical activity and exercise.
alternative options for each scenario. For Individual (personalised) consultations with a
qualified health professional (e.g. an Accredited by walking, cycling and public transport (which often
exercise Physiologist) are necessary when motivational involves walking or cycling to transport interchanges)
interviewing strategies and other client-centred is an effective and equitable means of increasing
approaches are required for counselling more participation in physical activity. this concept, referred
resistant, inactive individuals and those struggling to as active transport, includes a variety of self-
with ambivalence concerning being more active. propelled modes of transportation that use on- and
the summary table below outlines the various off-road facilities such as footpaths, shared pathways
stage-matched behaviour-change strategies that may and dedicated bicycle lanes. walking, jogging and
be implemented by organisations: bicycling are typically considered the principal
modes of active transportation, with the average
STAGE-MATCHED BEHAVIOUR-CHANGE distances and (typical) threshold distances travelled by
STRATEGIES employees to work indicated below:
Pre-contemplation (no intent and inactive)

walking cycling
• awareness raising through health assessment
• information materials Average distances for
1.0 km 3.5 km
• information seminars active modes
• providing role models: employee testimonials
threshold distances for
• self-monitoring activities: pedometer. 2.5 km 10.0 km
active modes (typical)
Contemplation (intent, but inactive)
Promoting walking to work
• address ambivalence and influence
16 decisional balance walking to work for health benefits is a feasible option
• provide advice and education: goal setting for those employees who:
and establishing support networks.
• live within a reasonable distance to the worksite
Preparation (intent and occasional activity) – as indicated by the average and threshold
• identify and address all potential barriers to distance for walking (see table above)
increasing physical activity • travel to work by private vehicle and are able to
• co-develop an action plan park a reasonable distance from the worksite (at
• co-develop relapse prevention strategies.
least 10 minutes walking distance away)
Action (consistently active • travel to work by public transport and alight
for less than 6 months) at a reasonable distance from the worksite (at
• provide support for self-management least 10 minutes walking distance away).
of physical activity
• build self-efficacy
• reinforce relapse prevention strategies. strategies to promote walking to work for employees
in the above categories are outlined below:
Maintenance (consistently active
for 6 months or more)
1. Create an information pack.
• highlight the rewards develop an information pack, including a map
• review activity program or routine
outlining safe walking routes to and from the
• reinforce relapse prevention strategies.
worksite, with estimated walking times (as well
as distances) to local facilities, such as shops and
PROMOTING ACTIVE MODES OF TRANSPORT: bus stops (people often miscalculate the walking
WALKING AND CYCLING duration to specific locations).
Initiatives that promote incidental physical activity Include in the information pack:
can increase overall levels of physical activity in • testimonials from employees who routinely
inactive populations. In addition, the health and walk to work (see ‘Providing role-models:
environmental benefits of such physical activity are employee testimonials’, page 13).
now well established. consequently, many health • ‘walk to work tips’ such as leaving work shoes
advocates argue that efforts should be directed at at the workplace and wearing sneakers for
increasing physical activity as part of regular travel walking. For self-conscious employees, there
behaviour. Replacing private cars for transportation are a range of (black) soft shoes (or sneakers)
GuIdELINES
designed for recreational walking that give the activity need to consider the most commonly cited
appearance of formal wear. barriers for cycling, in order to support employees
with enabling strategies:
2. Promote walking events and pedometer use.
Promoting walking events such as ‘national walk Intra-personal • concerns for personal safety
to work day’, using the ‘Physical Activity calendar environmental • climate (weather)
of events’ (PAce) resource to identify upcoming • topography (challenging terrain)
• infrastructure (lack of quality
events (see ‘using the PAce Resource’ page 25). facilities during travel and at
destination)
the use of pedometers is an effective strategy to
engage those employees at pre-contemplation organisational • travel time
• travel distance
and contemplation stages. Pedometers with
company logos can be issued to employees for there are several strategies to address each category
free or at a subsidised fee. the pedometers should of barriers and support employees to cycle, as outlined
be accompanied with a ‘step–count diary’ in the below:
walking information packs to encourage employees
to monitor their activity levels and increase their 1. Road-safety cycling instruction
walking (‘eIm step count diary’ can be accessed at Providing road-safety cycling instruction assists
www.exerciseismedicine.org.au). to increase the self-efficacy of employees for
independent cycling. As well as teaching valuable
3. Create an online forum for employees. riding skills and bicycle maintenance, it also serves 17
Promote the above initiatives through the as an ideal forum to meet fellow cyclists, increasing
organisation’s intranet, including an online motivation and engagement. group classes can
tool whereby interested employees can search be coordinated from the workplace and should be
for walking companions. establish and support delivered by an experienced cycling instructor (not
online (intranet) forums as a means of centralised an employee of the organisation).
communication between interested employees and national accredited cycle-skills training courses
those currently walking to work. (e.g. Austcycle) are provided in various regions
throughout Australia, and are tailored to suit one
Promote the information pack on the intranet, of 3 levels: beginner, intermediate or advanced
bulletins and staff newsletters, as well as cyclists (see Appendix c, page 44).
recruitment packs for new employees.
2. Route-finding
4. Other. Providing a variety of safe and direct route
• provide shower facilities with personal lockers options assists in motivating employees in pre-
for employees contemplation and contemplation stages for
• provide a towel service, ironing facilities and active transport. Identify the safest places to
hair dryers cycle between locations – covering at least a 10
• provide a dry-cleaning service (where possible) kilometre radius from the workplace in each of
• allow more flexible dress codes to enable the major directions. this resource should be
employees to reduce their travel load and provided to employees as a regional map outlining
facilitate ease of dress safe cycling routes, and can be developed in
• provide umbrellas with the company logo in the consultation with the local roads and transport
foyer or reception area authorities and local council.
• implement flexi-time to enable active travel to
and from work 3. Bike-bus
A bike-bus is a group of people who cycle to work
Promoting cycling to work in a group. It’s called a ‘bus’ because there is a
workplaces seeking to encourage employees to cycle set route and timetable so it can pick up more
to and from work as a means of promoting physical passengers along the way. Apart from offering
security in numbers by increasing visibility, it electric bicycles work by assisting the cyclist’s
also adds sociability for more enjoyable travel. pedal movement as they are riding – known as
A Bike-bus initiative can only be successful if it ‘pedal assist’, it cuts in when the speed drops
is supported by the organisation – it must be below a certain level. For safety, pedal assist is not
proactive in finding a champion to facilitate the provided beyond a certain speed. some e-bikes
initiative, as well as recruiting group members. have a throttle, so pedalling may not be required at
once established, Bike-bus committees generally all, and some have both throttle and pedal assist.
become self-driven entities, establishing terms of e-bikes provide the following advantages:
reference and membership rules, ensuring safer • enables long-distance travel for people who
travel (visit http://www.bikebus.org.au/index.html lack the fitness or capacity (due to movement
for additional details). limitation, injury etc.) to travel the entire
distance by pedal power alone.
4. Bike-buddy system • overcomes topography that may be too
A bike-buddy is an experienced rider who is paired challenging for purely pedal-powered bicycles
with a less experienced rider to provide guidance (e.g. hilly terrain).
and support in developing their road-cycling skills. • enables the cyclist to travel the same distance in
It is an ideal opportunity for inexperienced riders a shorter time-period.
to develop greater confidence by riding with a • Reduces the physical effort required to travel
mentor to support them in maintaining their active the same distance, particularly if the cyclist is
mode of transport. similar to the bike-bus initiative, wearing business attire (e.g. workplace does
18 the bike-buddy system can only be successful not have showering facilities) or if the cyclist is
if it is supported by the organisation - it must carrying a significant load (laptop, books, etc.).
be proactive in finding a champion to promote For more information including the product range
the initiative. A steering committee should be on electric bicycles, see Appendix c, page 44’.
established within the workplace to develop
guidelines for the bike-buddy system, including 6. Secure bicycle storage at work
roles and responsibilities of both cyclists (mentor A secure and adequate bicycle parking facility
and novice) and compulsory orientation and is essential for employees to engage in active
induction meetings for the following purposes: transport. there are various storage options
• to establish the meeting location points for enabling functional access for both internal and
supervised travel and to exchange contact external locations. these include:
details (e.g. mobile phone numbers) in cases of • bicycle racks – the low-cost form of storage.
emergency. Ideal when located within workplace buildings,
• to ascertain one another’s cycling experience away from public view. A weather shelter is
and identify areas for further skill development required for outdoor locations.
in the novice cyclist. • bicycle cages – ideal for outdoor storage,
• to establish agreed hand-signals for various providing all-round security. each user is
actions and warnings. provided with a unique access card.
• bicycle lockers – one of the most secure forms
5. Electric bicycles (e-bikes) of outdoor bicycle storage, providing each
An electric bicycle – also known as an e-bike – is a employee with their own storage facility.
bicycle with an electric motor used to power the
vehicle. electric bicycles use rechargeable batteries the use of electric bicycles will also be encouraged
and maximum speeds range from 20 km/h to with the provision of recharge facilities (i.e. e-bike
80 km/h, depending on the model. maximum charging station). Provision of more expensive
travelling ranges on a fully-charged battery vary facilities (e.g. individual bicycle lockers, electronic
between 35 km to 90 km. In some markets they entry, cctV) may be partially subsidised by the
are rapidly replacing traditional bicycles and workplace, with the employee contributing a
motorcycles. modest fee through salary-sacrifice.
GuIdELINES
7. Other • Include information on carrying/storage

• Provide shower facilities with personal lockers accessories for bicycles (e.g. cargo-basket or
for employees. rear-carrier) to make active transport easier.
• Provide a towel service, ironing facilities and • Promote the above initiatives through the
hair dryers. organisation’s intranet, including an online
• offer access to a dry cleaning service (where tool whereby interested employees can
possible). search for cycling companions. establish and
• Allow more flexible dress codes to enable support online (intranet) forums as a means of
employees to reduce their travel load and centralised communication between interested
facilitate ease of dress. employees and current cyclists.
• Appoint a bicycle coordinator/consultant on • Implement flexi-time to enable active travel to
a part-time casual basis: A designated bicycle and from work. this may be negotiated for the
coordinator may serve multiple roles, including entire working schedule or for specific days of
promoting cycling activities and events in the the working week.
workplace, acting as an on-site service-person • Introduce a salary sacrifice facility for
(bicycle mechanic), providing cycling advice to employees on the purchase of bicycles or
employees, and acting as a conduit for feedback e-bikes used for work travel.
to the organisation. • collaborate with neighbouring organisations
Promoting cycling for active transport requires a (workplaces) to adopt similar initiatives. this
proactive, innovative and well-coordinated approach. approach provides two major advantages.
the following initiatives will enhance opportunities for Firstly, it provides a greater pool of cycling 19
employee engagement: companions for employees to engage with,
• Provide employees with an information pack enhancing motivation and increasing the
including a map outlining the safe cycling likelihood of success of the active transport
routes, with accompanying information on initiative. secondly, a unified group of
road-safety cycling instruction – highlighting organisations (workplaces) enables greater
that the sessions will be subsidised by the visibility and lobbying power with local and
organisation. state government. this is particularly important
• In the information pack, include testimonials when working with municipal planners to
from employees who travel to work by bicycle develop safe and efficient routes to work and to
and e-bike (see ‘Providing role models: campaign for better infrastructure.
employee testimonials’, page 13). • Beginners are more likely to commence cycling
• Host information sessions during lunch periods on weekends to increase their confidence
or at other events, with on-the-spot registration before routinely cycling to work. organisations
for employees interested in the road-safety can support this behaviour by promoting bicycle
cycling instruction classes. such promotional events to employees, using the Physical Activity
strategies are effective in disseminating calendar of events (PAce) resource (see page
information through word-of-mouth. 25). these events also serve as an opportunity
• Host an ‘Active-transport day’ at the worksite and for weekday cycling companions to gather for
invite bicycle and e-bike retail agencies to host social interaction and increase motivation to
an exhibition or display of their product range. sustain the cycling.
the ‘at-your-doorstep’ convenience enables
all employees to view the bikes, have a test- Case Study: Royal brisbane Women’s Hospital
ride, discuss options and have their questions (RbWH) Cycle Centre
answered by experts. moreover, the exhibition/ the RBwH cycle centre is a state-of-the-art end-of-
display is an effective strategy to engage those trip facility for cyclists, pedestrians and joggers. As
at pre-contemplation and contemplation stages. a benchmark facility supporting active transport, it
As an added incentive for employees, their may provide ideas for organisations interested in
organisation may negotiate discounted prices establishing similar centres: www.health.qld.gov.au/
with the bicycle and e-bike retail agencies. rbwh_cycle_centre/
ORGANISATION POLICY AND SUPPORT: the policy should be included in the company
MAKING PHYSICAL ACTIVITY A CULTURAL FIT management systems or other policy manual.
(Note: This section is adapted from the Alberta Centre this policy can incorporated into the existing
for Active Living (2003) ‘Workplace physical activity occupational health and safety policy.
framework’ - www.centre4activeliving.ca).
A supportive culture and environment are B. Employee physical activity and health:
imperative for a workplace physical activity program to Knowledge and characteristics
have a successful impact. embedded within the culture A workplace physical activity program must provide
of an organisation are its (formal and informal) policies, employees with the knowledge and skills to begin
which translate to the level of support provided. and maintain physical activity. the program also
the ‘Organisational Policy and Support Audit needs to promote a positive attitude toward
Tool’ (Appendix A) will establish a baseline for physical activity.
measuring improvements in the health and wellbeing • Knowledge includes what people know about
culture of an organisation. It is intended to be used the benefits of physical activity and how to
by those individuals in the workplace responsible attain these benefits. A program that promotes
for coordinating the physical activity initiative. individual knowledge provides appropriate (i.e
the preparedness of an organisation to undertake stage-matched) and accurate physical activity
a physical activity promotion campaign will be information through educational seminars and
determined by its cultural elements outlined below (as materials.
assessed in the audit tool): • Attitude refers to how people feel about
20 physical activity. do they consider physical
A. Management and leadership within activity important ? do they feel able to be active
the workplace. (i.e self-efficacy) ? do they want to be active ?
A successful workplace physical activity program • Skills are the tools people need to begin and
requires the involvement and commitment from sustain being physically active. these skills
the following personnel: may go beyond the ability to perform specific
• senior management (e.g. ceo, general physical activities (e.g. road cycling or Aus-tag)
manager, or Board of directors). to include time-management strategies and the
• An individual or group of individuals to ability to make physical activity a priority during
champion the initiative. these people are the workday.
responsible for initiating the process in the the EIM ‘be Active at Work’ employee survey
workplace and provide the motivation and drive can be used to assess (across the organisation) the
to meet the goals of a program once it is in attitudes of employees towards physical activity.
place. notwithstanding, an employee’s knowledge
• A representative committee to develop a policy and attitude towards physical activity is largely
on physical activity in the workplace. influenced by their health literacy. As such, an
organisation should aim to improve employee
one of the committee’s main functions is to create health literacy – particularly to understand the
a physical activity policy that contains: personal health risks and consequences of physical
• a written declaration of the organisation’s inactivity.
commitment to physical activity;
• realistic and measurable goals and objectives C. Social level – Relationships
for the organisation’s physical activity program; Providing the arena for inter-personal barriers
• an outline of the responsibilities of and enablers, the social level includes both the
management, employees, and contractors relationships in existing social groups and the
regarding physical activity initiatives in the building of new groups. this level takes into account
workplace. relationships within the workplace, as well as those
the policy document should be signed by senior outside (e.g. friends and family). In the workplace,
management, and all employees should be made the supportive climate within individual departments,
aware of the policy and its meaning. A copy of among departments, and between employees and
GuIdELINES
their supervisors needs to be examined. different needs of its various departments. For
Additionally, the interactions between the example, programs may require different schedules
program providers and the individual must be so that each group can be active during work.
positive. champions have a key role to play in setting the same may be true for an organisation with
positive examples and recognising successes. outside multiple locations. Additionally, the needs of one
the workplace, social demands may also influence geographical location may differ from those in
behaviour. For example, consider the influence of another location (e.g. urban versus rural). each
family members on participation in a physical activity organisation should examine ways to connect
program (such as the need for child care). with other organisations and community-based
Physical activities that can work at a social level services to provide physical activity or even the
(e.g. walking events and corporate challenges) should space to be physically active. collaborations among
be promoted by the organisation. the online PACE government agencies, other corporations, and
resource enables organisations to identify appropriate unions can also help support the program. For
physical activity events to accommodate all fitness example, organisations could work with town-
levels (see ‘Promoting physical activity events: using planners to develop shared (walking/cycling)
the PAce resource’ – page 25). pathways and/or work to change union policies as
well as organisational policies.
D. Organisational level: Workplace leadership,
infrastructure and capacity F. Policy
the organisational level refers to the influence of the policy level includes the organisational policies
the organisational structure on current and ongoing related to supporting and facilitating workplace 21
participation in physical activity. this level includes physical activity. Policies may include:
management leadership, support, and participation, • allowing time for physical activity (e.g ‘no
as well as physical activity champions who will lead meetings at lunchtime’ policy, flexi-time);
from the ‘bottom-up’. champions at the management • formally recognising participation in programs;
level help to ensure that a program is maintained and • active transport policies;
sustained, even in times of cutbacks. the organisation • requiring qualified personnel to coordinate
must also be able to implement and sustain a physical programs and services (e.g Accredited exercise
activity program. In other words, organisational Physiologist)
capacity is defined through its commitment and • designing physical activity friendly office
infrastructure. this includes the human, technical, and environments (e.g. adjustable/standing
support resources in place within the organisation. workstations)
workplace integration and equity are included in • targeting all employees (full-time, part-time and
this category. Physical activity program policies and contract/casual staff).
procedures should ensure that all employees have on a broader level, all legislations (e.g. workcover,
equal access to appropriate program opportunities. Privacy commission, state and Federal Health
For example, night-shift workers may have different agencies) that may impact on workplace physical
needs than day-shift workers. supervisors should activity should be considered during planning,
be active alongside employees, rather than being implementation, and evaluation stages.
segregated. organisations with many different work
locations need to assess each workplace separately to G. Program administration
make sure that the program is fair for all workplaces. good program administration ensures quality and
makes it possible to measure successes. Program
E. Community involvement administration includes the program’s design,
the community level refers to relationships among: implementation, and evaluation. A key strategy is
• different departments in one organisation; to empower employees by inviting them (through
• multi-sites of the same organisation; focus groups or surveys) to provide feedback, as
• the organisation and other organisations; well as maintaining transparency in the progress of
• the organisation and outside groups. the reporting of the key measures.
A large organisation needs to recognise the • design: Refers specifically to the tailoring
of a variety of physical activity options and infrastructure and determine its immediate capabilities
interventions to accommodate employees in accommodating employee needs. where an
needs (e.g on-site exercise facility, active organisation has more than one worksite, a separate
transport initiative). environmental audit should be completed for each
• Implementation: coordination and delivery of worksite.
the physical activity options and interventions, the eIm (workplace) environmental Audit tool
with an emphasis on employee participation includes a review of the following physical resources:
(engagement). • worksite shower and changing facilities.
• evaluation: Includes individual evaluations • worksite exercise facilities.
(e.g. attitudinal changes; improvements in • outdoor exercise areas or playing fields.
physical fitness), satisfaction levels, indicators • secure bicycle storage facilities.
of productivity gains (e.g. decreases in • stairwells within building(s) to promote walking.
absenteeism due to injury and illness, increased • dedicated walking and/or cycling paths within the
morale) and attendance statistics. workplace precinct.
the eIm ‘Be Active at work’ employee survey can • other facilities or resources accessible within (or
be applied periodically to monitor changes in the immediately adjacent to) the workplace grounds.
physical activity habits of the organisation – with
graphical displays enabling pre- and post- analysis EMPOWERING EMPLOYEES: NEEDS
(see eIm ‘Be Active at work’ employee survey – ASSESSMENT
page 23). For a workplace physical activity initiative to be
22 successful, it is essential that all employees are
H. Safety and risk management engaged in the program. understanding employee
developing safety and emergency policies and needs is the first step in creating a successful
procedures is important so that every physical workplace activity program and a ‘participatory’ needs
activity program can anticipate and respond to any assessment will determine the scope, content and
emergency. Risk management plans are not necessarily approach of health initiatives. By reviewing all physical
complicated or expensive. For example, part of the activity options, it will ensure organisations are
plan may require that employees complete a Pre- investing in the most feasible programs. Additionally,
exercise screening Questionnaire as well as sign an it will provide the baseline from which the impact of
Informed consent form pertaining to specific physical specific initiatives and programs can be determined.
activity programs and services. An interactive Adult groups will invariably differ depending on the nature
Pre-exercise screening system (APss) tool can be of the organisation and the type of work performed
accessed at www.exerciseismedicine.org.au. (e.g. blue collar or white collar). social and cultural
It is imperative that program staff are adequately differences will also play a role. As risks are not static,
trained and that necessary first-aid supplies and the needs assessment should then be conducted on
services are available to ensure safe activity. In an ongoing basis as part of the program management
addition, regular assessment of the physical and evaluation process.
environment to identify potential hazards (e.g broken depending on the size of the organisation,
equipment and unsafe facilities). employee needs can be determined through the use of
focus groups or surveys:
ORGANISATION INFRASTRUCTURE:
WORKPLACE ENVIRONMENT 1. Focus groups
the workplace environment (ie infrastructure) will Focus groups are ideal for gathering information
play a part in the types of activities promoted by surrounding employee needs in small, medium and
the organisation. A (Workplace) Environmental large organisations. It will help to identify current
Audit Tool (Appendix B) has been developed to issues, ideas and preferences for physical activity
assess the physical characteristics of the workplace options in the workplace. Focus groups can also
environment that are known to influence health provide valuable information that would not otherwise
behaviours relating to physical activity. It assists an be obtained through less personal methods such as
organisation to benchmark its physical resources and survey, by enabling the interviewer to further explore
GuIdELINES
specific feedback and identified issues. the interviews an accurate assessment of the physical activity
should be conducted with focus groups comprising a habits of employees;
diverse range of employees in terms of demographics • the logistical issues associated with the distribution
(for example, age, gender, physical activity habits and of the survey and the implementation of privacy
cultural background). Focus groups should number and confidentiality processes;
8-10 people, however it is recommended that several • obtaining a high response rate
focus groups be conducted in larger organisations to • the collection and collation of the data (responses)
ensure an accurate reflection of employee diversity • the interpretation of the data in terms of both
and needs. recognising key indicators (for example, barriers
and enablers within the organisation) and the most
2. Surveys appropriate actions to be taken.
surveys are very useful for accessing a much larger
employee base than focus groups. they are also an the survey’s uniqueness is centred on the following
efficient way to identify specific health behaviours, attributes:
interests and preferences for activities within the • as an online resource, it is quick and convenient for
workplace. they can be conducted electronically organisations to administer to employees;
(online) – enabling ease of access and collation of • it is a multi-purpose resource - incorporating a
results, or by hardcopy (i.e paper-based versions) – needs assessment and physical activity behavior
which may require significant manual effort in the assessment in one survey, with immediate feedback
distribution and collection of the surveys as well as to the participant.
collation of the responses. It is recommended that • it is user-friendly – enabling completion within ten 23
organisations host focus groups following collation of (10) minutes and ensuring a high response rate;
the responses from the surveys. this enables a more • it is comprehensive – investigating all broad key
personal consultation approach and the opportunity influences of physical activity behaviours in the
to obtain further information. moreover, it provides workplace;
employees with a sense of empowerment through • it collates all the responses and presents it in a
inclusion and consultation in the initiative. neat format for organisations to interpret the
data, including frequency tables (histograms) and
EIM ‘BE ACTIVE AT WORK’ EMPLOYEE SURVEY diagrams;
the eIm ‘Be Active at work’ survey is an online • it provides accurate assessment and overview of
resource that conducts a comprehensive needs the key areas for promoting physical activity in the
assessment of employees and collects demographic workplace;
information, including: • it can be applied periodically to monitor changes
• age, gender and employment status (full-time, part- in the physical activity habits of the organisation
time, casual) – with graphical displays enabling pre- and post-
• current physical activity behaviours (physical analysis.
activity levels, sedentary levels and stages of
readiness amongst the employee base) In particular, the survey is an effective awareness-
• physical activity preferences and interests raising activity for employees who are at ‘pre-
• perceived barriers to increasing physical activity contemplation’ and ‘contemplation’ stages - relating
levels to their physical activity behaviours (see ‘stages of
change: transtheoretical model’ – page 11). this is
Additionally, the survey provides the participant achieved through tailored questions designed to
(employee) with immediate feedback including prompt self-reflection of current physical activity
recommendations and options regarding their physical behaviours – combined with the immediate feedback
activity behaviours. and recommendations to the employee - designed to
the survey overcomes the many challenges with stimulate further consideration. the survey provides an
which organisations are faced in conducting surveys ideal opportunity for organisations to capitalise on the
and needs assessments including: awareness-raising activity by maintaining immediate
• the development of validated questions to obtain follow-up through communications. For example,
sharing the overall results of the survey (of the management.

organisation as a whole) with employees, and advising • encourage managers to prompt staff to participate
them that they will be consulted in the proposed in the survey.
outcomes of the survey towards developing a healthier • Inform staff of the survey well in advance so that
working environment. they are prepared.
For more information on the exercise Is medicine • Inform staff regularly of the benefits of the
‘Be Active at Work’ employee survey, contact Exercise Is survey for them and that everyone’s participation
Medicine (Australia) at [email protected] is essential to identify the true needs of the
or (07) 3862 4122. organisation’s workforce.
• ensure confidentiality is guaranteed. staff will
TIPS TO PROMOTE THE (ONLINE) EIM BE only be honest in their responses if anonymity is
ACTIVE AT WORK EMPLOYEE SURVEY ensured.
A well-prepared and coordinated approach in • enable staff to complete the survey during office
promoting the survey will ensure a good response hours, which will result in a better response rate.
rate. the plan should highlight every opportunity and • Issue constant reminders through the usual
method available to promote the survey. the following channels of communication to prompt staff to
tips will assist organisations to achieve a successful return the surveys.
response: • Introduce a countdown to the deadline to remind
• Information posters should be displayed in staff and to inform them of the percentage of
prominent areas outlining the objectives and surveys that have been returned to date.
24 purpose of the survey, the importance of staff • Finally, send a ‘thank you’ note to all staff for
response, the period of survey administration participating in the survey.
and contact details of relevant personnel for
staff seeking further information. It should be Additional tips for surveys administered by
emphasised that the survey is user-friendly and can hardcopy (i.e. paper versions):
be completed within 10 minutes. • offer simple incentives for returning the survey
• As an incentive and recompense for their forms.
participation, advise employees that they will • Attach a cover letter from the committee to every
be provided with immediate and personalised survey that informs staff of the deadline, including
feedback. details that staff can use about 10 minutes during
• It is important that employees feel empowered office hours to complete the survey (if applicable)
in this initiative, so provide them with some and the incentives for returning the survey form (if
ownership of the survey by sharing the overall applicable).
survey results (of the organisation as a whole),
and advise them that they will be consulted in surveys delivered to staff personally are far more
the proposed outcomes of the survey towards likely to receive attention than those simply sent
developing a healthier working environment. through in-house mail channels, especially when the
• Release an announcement outlining the same distributor promotes it verbally. Personal distribution
information above (via email or company also gives employees an opportunity to ask questions
newsletter) by the ceo or general manager or about the survey.
equivalent will provide further promotion.
• Publish an article in the employee newsletter by a A sample invitation to participate in the survey (by
senior manager in support of the survey. email correspondence) is provided below:
• Provide electronic prompting for staff when
logging on their computers. Dear Janet,
• Promote the survey at company social events, staff
meetings, in newsletters or pay envelope inserts, We are seeking ways to support improved health and
etc. wellbeing amongst our staff. To help us understand your
• demonstrate a consistent and visible commitment needs and our (organisation’s) needs as a whole, we invite
and support for the survey from all levels of you to participate in a short online survey. The survey
GuIdELINES
specifically focuses on physical activity habits and will ask the following tips will assist organisations who
you questions such as general physical activity levels, time seek to use this resource to promote physical activity
spent sitting at work, physical activity interests, and work- and exercise within their workforce:
related travel. There is also a short quiz and a section for • determine the number of events the organisation
your comments and suggestions. The survey is user-friendly should promote each calendar year. For example,
and can be completed within 10 minutes. The information an organisation may want to promote one event
will be gathered to create a general report to help us each month, or it may seek to promote all events
identify changes that we can make to the workplace to that are deemed appropriate and matched to
support improved health and wellbeing. The developers the staff demographic (i.e. fitness levels and age
of this survey – Exercise Is Medicine (Australia) – take your groups).
confidentiality very seriously: • since approximately 68.5% of the workforce is
• The survey does not request your name or address. sedentary or engages in low-level exercise, limiting
• All information collected will be treated as private your selection of events to those requiring higher
and confidential, in accordance with current privacy fitness levels will discourage the majority of the
legislation. employees from participating. target events
• No group information which could be used to ranging from walking to higher challenging
identify individual respondents will be provided to activities to accommodate the various fitness levels
the organisation. and ages within the workforce.
• most events are hosted during the weekends, so
As recompense for your participation, the survey will they may not pose a disruption to the working
provide you with immediate and personalised feedback week, however it may be beneficial to promote and 25
regarding your physical activity patterns. We also support the occasional weekday event to increase
endeavour to report to you the overall survey results (of the likelihood of employee participation.
the organisation as a whole), and consult all of our staff • For events that occur during work-periods, consider
in developing a healthier working environment. offering staff the time off during that period, or at
the very least time in lieu.
Yours in health, • Advise staff as early as possible of the events that
Sharon Smith will be hosted during the year. Provide them details
of the events (date, location, etc.) towards the
PROMOTING PHYSICAL ACTIVITY EVENTS: christmas break and/or at the beginning of the
USING THE PACE RESOURCE year to enable all staff to plan and organise their
organisations who actively encourage both senior preferred events into their schedule.
management and employees to participate in • contact the organisers of each event and request
physical activity related events demonstrate a strong promotional material (e.g. posters,) to provide in
commitment to workplace health. the benefits of the workplace and to employees.
these events are not restricted to improved physical • ensure senior management personnel (ceo,
and psychological health – but as social functions general manager or equivalent) also participate
- improve camaraderie amongst employees and in the event. senior leadership support is critical
management. to building and sustaining successful workplace
the Physical Activity Calendar of Events (PACE) is health initiatives – lead by example!
on online resource that lists all known corporate and
public physical activity and exercise events scheduled
within each state in Australia. It includes both charity-
related and non-charity events (corporate or public).
the events range from light walking and bicycle
activities through to higher challenging activities
to accommodate all fitness levels and ages – from
beginners to advanced exercisers. the resource can
be accessed on the exercise Is medicine (Australia)
website at www.exerciseismedicine.org.au
Charity-related events: sponsoring • If the event is linked to a charity, contact the

individual participants charity and seek their advice for hosting the event.
• sponsoring an event and/or participating Ascertain how the charity may be able to support
employees can bring multiple benefits to an the organisation for their event (e.g. issuing
organisation. Firstly, it fosters a supportive promotional material, delivering information
environment for staff by subsidising their seminars at the worksite, etc.).
participation in the event as a reward for their
efforts. secondly, it enhances corporate image After the event
through the philanthropic gesture of supporting • A congratulatory note (via email or company
the charity. newsletter) from the ceo or general manager
• Participating employees should be sponsored for at (or equivalent) to all staff after each event
least 50% of the entry fee (100% subsidy for entry demonstrates the organisation’s commitment to
fee in most instances) and/or for a fixed amount creating a healthier workplace. Include images/
where large fundraising quotas are sought by each photos of the event and its participants (e.g. group
participant on behalf of the charity. photos) to promote the fun and social elements
and to encourage increased participation in future
Hosting an event events.
Aside from the events listed in this calendar, • Host an awards gathering within a week of
organisations may choose to host their own event, as the event and provide a token gift or reward
it provides the following advantages: to all participants. this will increase the social
26 • the venue can be at or near the workplace for support within the organisation and strengthen
employee convenience; camaraderie amongst the staff, resulting in
• the event can be hosted on a day and time that is increased participation in future events.
convenient for most employees; • obtain testimonials from participating staff and
• the activities can be tailored to accommodate the promote in future staff communications (e.g.
various fitness levels and ages of the organisation’s emails or newsletters) to promote future physical
workforce; activity or exercise events.
• If it seeks to include fundraising in the event,
the organisation can dedicate the proceeds to its Please note: Exercise Is Medicine (Australia)® aims
charity of choice. to update this calendar periodically.If you know of
a physical activity or exercise event (corporate or
Activities that increase the likelihood of public) that is not listed in this resource, please
participation can precipitate long-term adoption of contact the ESSA office at (07) 3862 4122 or email:
physical activity amongst staff, resulting in a good [email protected]
return on investment (RoI) for the organisation
through employee wellness. the following tips will
assist in achieving this:
• ensure the event includes several activities, which
can accommodate all fitness levels and ages. For
example, the event may include various activities
such as a 2 km, 5 km and 10 km walk.
• Promote the event to all staff, and advise staff
that participation is free. If the event is linked
to a charity, advise staff that the organisation
has committed to donating a fixed amount per
participant to motivate more employees.
• consider opening the event to include immediate
family members of employees. this will increase
the support base and enhance motivation within
the workforce for participation.
GuIdELINES
REFERENCES workplace wellness. Pwc, melbourne, Victoria
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problem of the 21st century. British Journal of sports medicine practice guidelines – workplace health in Australia. HPIA, sydney,
43:1–2 new south wales, p 7.
2. mathers, c., Vos, t. and stevenson, c. (1999). the burden of 18. Hooper, P. and Bull, F.c. (2009). Healthy active workplaces: review
disease and injury in Australia. Australian Institute of Health and of evidence and rationale for workplace health. department of
welfare, canberra, Australian capital territory. sport and Recreation, western Australian government, Perth,
3. world Health organization (2002). Risks to health-promoting western Australia.
healthy living. world Health Report 2002, p 60. 19. world Health organization (wHo) (2010). global
4. medibank Private (2007). the cost of physical inactivity. medibank recommendations on physical activity for health. wHo, geneva,
Private, melbourne, Victoria, p 4. switzerland.
5. chau, J. (2009). evidence module: workplace physical activity and 20. Franco, g. (1999). Ramazzini and workers’ health. lancet 354:858–
nutrition interventions. Physical Activity nutrition and obesity 861.
Research group, university of sydney, new south wales. 21. katzmarzyk, P.t., church, t.s., craig, c.l., Bouchard, c. (2009).
6. mathers, c., Vos, t., stevenson, c. and Begg, s. (2000). the sitting time and mortality from all causes, cardiovascular disease,
Australian Burden of disease study. medical Journal of and cancer. medicine and science in sports and exercise 41:998–
Australia172:592–596. 1005.
7. kujala, m. (2009). evidence on the effects of exercise therapy 22. dunstan, d.w., salmon, J., Healy, g.n., shaw, J.e., Jolley, d.,
in the treatment of chronic disease. British Journal of sports Zimmet, P.Z., owen, n. (2007). Association of television viewing
medicine 43:550–555. with fasting and 2-h post-challenge plasma glucose levels in
8. Pedersen and saltin. (2006). evidence for Prescribing exercise as adults without diagnosed diabetes. diabetes care 30:516–522. 27
a therapy for chronic disease. scandinavian Journal of sports 23. dunstan, d.w., salmon, J., owen, n., Armstrong, t., Zimmet,
medicine 16(suppl. 1):3–63. P.Z., welborn, t.A., cameron, A.J., dwyer, t., Jolley, d., shaw, J.e.
9. warburton d.e.R., nicol c.w., Bredin s.s.d. (2006). Health benefits (2004). Physical activity and television viewing in relation to risk
of physical activity: the evidence. canadian medical Association of undiagnosed abnormal glucose metabolism in adults. diabetes
Journal 174(6): 801–809. care 27:2603–2609.
10. Atlantis, e., Barnes, e.H. and Ball, k. (2007). weight status and 24. dunstan, d.w., salmon, J., owen, n., Armstrong, t., Zimmet,
perception barriers to healthy physical activity and diet behaviour. P.Z., welborn, t.A., cameron, A.J., dwyer, t., Jolley, d., shaw, J.e.
International Journal of obesity (10): 1–10 (2005). Associations of tV viewing and physical activity with the
11. thompson, Pd et al. (2003). exercise and physical activity in metabolic syndrome in Australian adults. diabetologia 48:2254–
the prevention and treatment of atherosclerotic cardiovascular 2261.
disease: a statement from the council on clinical cardiology. 25. Healy, g.n., dunstan, d.w., salmon, J., cerin, e., shaw, J.e., Zimmet,
circulation 107:3109–3116. P.Z., owen, n. (2007). objectively measured light-intensity physical
12. world Health organization (wHo) (2001). workers’ health global activity is independently associated with 2-h plasma glucose.
plan of action. sixtieth world Health Assembly, wHo, geneva diabetes care 30:1384–1389.
http://apps.who.int/gb/ebwha/pdf_files/wHA60/A60_R26-en.pdf 26. Healy, g.n., wijndaele, k., dunstan, d.w., shaw, J.e., salmon, J.,
(accessed 11 october 2011). Zimmet, P.Z., owen, n. (2008). objectively measured sedentary
13. national Preventative Health taskforce (2008). Australia – the time, physical activity, and metabolic risk: the Australian diabetes,
healthiest country by 2020. obesity and lifestyle study (Ausdiab). diabetes care 31:369–371.
http://www.health.gov.au/internet/preventativehealth/publishing. 27. Hu, F.B., leitzmann, m.F., stampfer, m.J., colditz, g.A., willett,
nsf/content/A06c2FcF439ecdA1cA2574dd0081e40c/$File/ w.c., Rimm, e.B. (2001). Physical activity and television watching
discussion-28oct.pdf (accessed 11 october 2011). in relation to risk for type 2 diabetes mellitus in men. Archives of
14. Australian Bureau of statistics (ABs) (2006). national Health Internal medicine 161:1542–1548.
survey: summary of results 2004–05. ABs, canberra, Australian 28. Hu, F.B., li, t.Y., colditz, g.A., willett, w.c., manson, J.e. (2003).
capital territory. television watching and other sedentary behaviors in relation to
15. Australian Bureau of statistics (ABs) (2011). Physical activity in risk of obesity and type 2 diabetes mellitus in women. Journal of
Australia: a snapshot, 2007–08. ABs, canberra, Australian capital the American medical Association 289:1785–1791.
territory. 29. Van der Ploeg, H.P., chey, t., korda, R.J., Banks, e., Bauman,
16. Pricewaterhousecoopers (Pwc) (2010). workplace wellness in A. (2012). sitting time and all-cause mortality risk in 222,497
Australia. Aligning actions with aims: optimising the benefits of Australian adults. Archives of Internal medicine 172(6):494–500.
30. owen, n., Healy, g.n., matthews, c.e., dunstan, d.w. (2010). too 37. lees, F.d., clark, P.g., nigg, c.R., newman, P. (2005). Barriers to
much sitting: the population health science of sedentary behavior. exercise behaviour among older adults. Journal of Aging and
exercise and sport science Reviews 38(3):105–113. Physical Activity 13:23–33.
31. katzmarzyk, P.t., et al. sitting time and mortality from all causes, 38. Blue, c.l, Black, d.R, conrad, k., gretebeck, k.A. (2003). Beliefs
cardiovascular disease, and cancer. medicine and science in sports of blue-collar workers: stage of readiness for exercise. American
and exercise 41(5):998–1005. Journal of Health Behaviour 27(4):408–420.
32. Patel, A.V., et al. (2010) leisure time spent sitting in relation to 39. simpson, J. m., oldenburg, B., owen, n., Harris, d., dobbins,
total mortality in a prospective cohort of us adults. American t., salmon, A., Vita, P., wilson, J., saunders, J. B. (2000). the
Journal of epidemiology 172(4):419–429. Australian national workplace health project: design and baseline
33. Healy, g.n., et al. (2011) sedentary time and cardio-metabolic findings. Preventive medicine 31: 249–260.
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Journal 32(5):590–597.
34. Healy, g.n., et al. (2008) Breaks in sedentary time: beneficial
associations with metabolic risk. diabetes care 31(4):661–666.
35. medibank Private. (2009) stand up Australia: sedentary behaviour
in workers. medibank Private, melbourne, Victoria.
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search of how people change. American Psychologist 47:1102–
1114.
28
APPENdIx A
03
Organisation Policy
& Support Audit Tool
INTRODUCTION
the aim of this audit tool is to establish a baseline to measure improvements in the organisation’s health and
wellbeing culture. the tool has been developed to be used by those individuals in the workplace responsible for
managing the physical activity program.
the preparedness of an organisation to undertake a physical activity promotion campaign will be determined by
the number of ‘yes’ responses in this audit. It is recommended that the audit be completed annually or whenever
the organisation undergoes a significant transition (e.g. recruitment of significant number of new employees, or
significant changes in physical environment or policies.
this audit tool represents a high standard based on documented best practices. every workplace is different,
and not everything in this tool applies to all workplaces. this audit can assist the organisation to develop and
maintain its physical activity program by facilitating a cycle of continuous improvement. this process is not about
passing or failing, but about continuous improvement through periodic evaluation. (note: where an organisation
has more than one worksite, a separate organisation policy and support audit tool should be completed for each
worksite).
this audit tool, used in conjunction with the EIM be Active at Work employee survey and the EIM (Workplace)
Environmental Audit Tool can guide your organisation to plan, design, implement and evaluate programs tailored
to the needs of your organisation and employees.
HOW TO USE THIS AUDIT TOOL
30 Step 1 Step 3
Review the audit for the information required in order Answer the audit questions with a ‘yes’ or a ‘no.’ mark
to validate the questions. there are three techniques the answer as a ‘no’ if you are unable to validate the
to validate your answer beside each audit question question using the suggested technique(s) or are
(circling the method used for each question is required uncertain regarding the response to the question.
for comparison with future audits). these techniques total the number of ‘yes’ responses at the end of each
include: section.
• Reviewing documentation (d);
• conducting interviews (I); Step 4
• carrying out observations of the workplace (o). Record the action required for each ‘no’ response in
these techniques may need to be combined in the space provided at the end of each section. Identify
order to validate some of the questions. the validation the person responsible for the action and the date the
method underlined and in bold is the suggested best action must be completed.
practice for that specific question.
the interviews should be conducted with focus Step 5
groups comprising a diverse range of employees in Answer all the audit questions and then total the
terms of demographics (age, gender, physical activity number of ‘yes’ responses in the ‘totalling Your
habits and cultural background). Focus groups should Answers’ section at the end of this audit.
number 8-10 people.
Step 6
Step 2 discuss the results of the audit and action plan
• Identify the specific documents required to validate with management and employees and collate their
the responses to the questions in the audit. feedback.
• determine the number of interviews and the
people to be interviewed in order to validate the Step 7
responses to the audit questions. Prepare a summary for senior management.
• Identify the areas related to physical activity that
you will observe in order to validate the responses
to the audit questions.
ORGANISATION POLICY & SuPPORT AudIT TOOL
SECTION A: MANAGEMENT AND LEADERSHIP WITHIN THE WORKPLACE
The recOmmended beST PrAcTice iS underlined in bOld. PleASe circle VAlidATiOn

AnSwer
1. Has physical activity been included in an organisational policy? Y/n n document

(supporting documentation should include a policy statement.) n Interview
n observation
2. Has senior management signed the policy? Y/n n document

n Interview
n observation
3. Is the policy placed where all employees can view it? Y/n n document
n Interview
n Observation
4. Is the policy covered in staff induction practices? Y/n n document

n interview
n observation
5. does the management system manual contain a copy of Y/n n document 31

the physical activity policy? n Interview
n Observation
6. Has the organisation established measurable and achievable goals Y/n n document
and objectives for the physical activity program? n Interview
(supporting documentation should include a planning document.)
n observation
7. does management communicate the following to employees at least Y/n n document

once annually? n interview
• why physical activity is important in the workplace.
n observation
• the organisation’s commitment to physical activity.
total no. of ‘Yes’ Answers
Action Plan (Record the action required to address each ‘no’ response in the space provided below.)
By whom date for completion

SECTION B: EMPLOYEE PHYSICAL ACTIVITY AND HEALTH - KNOWLEDGE AND CHARACTERISTICS

Has the organisation assessed the following in developing its physical activity program?
(supporting documentation may include evidence of conducting the ‘EIM be Active at Work’ survey.)

AnSwer
1. employee’s current level of physical activity? Y/n n document

(this criteria may be satisfied by evidence of conducting the n Interview
‘EIM be Active at Work’ employee survey.)
n observation
2. characteristics of employees (e.g. age, gender, employment status)? Y/n n document

n observation
3. employees’ preferences in physical activity? Y/n n document

n observation
4. Physical activity knowledge, attitudes, and skills? Y/n n document

(e.g stage of readiness, Barriers to physical activity). n Interview
32 (this criteria may be satisfied by evidence of conducting the
n observation

SECTION C: SOCIAL LEVEL – RELATIONSHIPS

AnSwer
1. does the workplace exhibit a positive social climate that encourages Y/n n document
employees participating in physical activity and active recreation? n interview
n observation
2. do employees perceive support for physical activity from Y/n n document

co-workers - including managers? n interview
n observation
3. do managers demonstrate support for employees participating in Y/n n document

physical activity initiatives? n interview
n observation
4. does the physical activity program include partners or families (or Y/n n document
was this considered during the planning process)? n Interview
(supporting documentation should include a policy
n observation
or planning document.)
33

SECTION D: ORGANISATIONAL LEVEL – WORKPLACE LEADERSHIP, INFRASTRUCTURE AND CAPACITY

AnSwer
1. does the workplace infrastructure (e.g. resources) support employee Y/n n document
physical activity? n interview
(supporting documentation should include an organisation chart,
n observation
policy, position descriptions.)
2. does the workplace leadership promote physical activity for Y/n n document
employees? n interview
(supporting documentation should include a policy document.)
n observation
3. does the workplace possess a desire to promote physical activity for Y/n n document
employees? n interview
n observation
4. Is there at least one physical activity champion who can motivate Y/n n document
action and support and promote activities? n interview
n observation
34
5. Are the physical activity champions recognised? Y/n n document
(examples may include employee newsletters, acknowledgement n interview
letters, appreciation lunches and other promotional events, different
n Observation
forms of recognition and rewards.)
6. Are opportunities for physical activity available to all employees Y/n n document
(including shift workers, part-time workers and workers at different n interview
locations)?
n observation
(supporting documentation should include a program guide or
policy documents.)
7. Are employees with special needs accommodated (e.g. people with Y/n n document
visual impairment, people who speak english as second language)? n interview
(examples include promotional information, signs, and policy
n Observation
documents.)

SECTION E: COMMUNITY INVOLVEMENT

AnSwer
1. Have the needs of each workplace location been considered in Y/n n document
planning the physical activity program? n interview
(supporting documentation should include a completed ‘EIM
n observation
Workplace Environmental Audit Tool’.)
2.Has the organisation accessed any community-based services to Y/n n document

support the physical activity program? (e.g. an exercise physiology n interview
consultancy or a local fitness centre.)
n observation
(supporting documentation should include ac ompleted ‘EIM
Workplace Environmental Audit Tool’.)
3. does the workplace use physical activity information from external Y/n n document
resources? (e.g exercise Is medicine information brochures.) n Interview
(supporting documentation should include physical activity
n Observation
information brochures.)
4. does the organisation promote and encourage employees to Y/n n document

participate in physical activity events in the community? (e.g fun-
run/walks, active community events.)
n interview 35
(supporting documentation may include evidence of the promotion n observation
of activities within the ‘Physical Activity Calendar of Events’ (PAce)
resource.)

SECTION F: POLICY

AnSwer
1. does the organisation provide information to educate employees Y/n n document

about the benefits of physical activity? n Interview
(supporting documentation may include eIm physical activity
n observation
brochures and other resources.)
2. Are there a variety of physical activity program options? Y/n n document

(supporting documentation should include evidence of current n interview
programs.)
n Observation
3. do the organisation’s policies/procedures promote and/or support Y/n n document

physical activity for employees (e.g. flexi-time policy, no scheduled n interview
meetings during lunch periods)?
n observation
(supporting documentation should include a policy and procedures
manual.)
4. does the organisation formally recognise employees who Y/n n document

participate in physical activity? (examples may include a n interview
36 rewards and recognition program.)
n observation
5. do the organisation’s policies encourage active transport to and Y/n n document

from work? (see ‘Promoting Active Modes of Transport’ section in the n interview
eIm Physical Activity in the workplace: A guide).
n observation
(supporting documentation should include a policy and procedures
manual.)
6. Is it company policy to hire qualified and experienced people to Y/n n document

manage the physical activity program (i.e. accredited exercise n interview
physiologists)?
n observation
(supporting documentation may include evidence of qualifications
and human resources documents.)

SECTION G: PROGRAM ADMINISTRATION

AnSwer
1. does the organisation record workplace physical activity initiatives? Y/n n document
(supporting documentation should include these records.) n Interview
n observation
2. does the organisation evaluate the physical activity program at least Y/n n document
once every two years? n Interview
(note: this criteria may be satisfied by evidence of conducting the
n observation
3. Is there an action plan to deal with the results of this evaluation? Y/n n document
(supporting documentation should include this action plan.) n Interview
n observation
4. Are employees invited to provide feedback on the physical activity Y/n n document
initiatives? n interview
(note: this criteria may be satisfied by evidence of conducting the
‘EIM be Active at Work’ employee survey.) n observation
37
5. does the organisation distribute the evaluation results to all Y/n n document
employees and management? (supporting documentation should n Interview
include the evaluation report.)
n observation

SECTION H: SAFETY AND RISK MANAGEMENT

AnSwer
1. does the organisation have a risk management plan? Y/n n document

(supporting documentation should include the risk management n Interview
document.)
n observation
2. Are all staff familiarised with emergency response procedures? Y/n n document
(supporting documentation should include emergency response n Interview
procedures.)
n Observation
3. do the first-aid supplies/services and facilities meet the Y/n n document

requirements of occupational Health and safety regulations? (e.g n Interview
defibrillator)
n Observation
4. does the organisation have an incident reporting procedure? Y/n n document

(supporting documentation should include incident report n interview
templates.)
38 n observation
6. does the organisation carry out periodic inspections of equipment Y/n n document
and facilities? n Interview
(supporting documentation should include maintenance records.)
n observation

SCORING THE AUDIT
number Of ‘yeS’ number Of TOTAl PreViOuS

SecTiOn Of The AudiT reSPOnSeS QueSTiOnS ScOre AudiT ScOre
sectIon A:
management and leadership
within the workplace
sectIon B:
employee physical activity
and health knowledge
sectIon c:
social level - Relationships
sectIon d:
organisational level – workplace
leadership, infrastructure and capacity
sectIon e:
community Involvement
39
sectIon F:
Policy
sectIon g:
Program Administration
sectIon H:
safety and Risk management
(Workplace) Environmental
Audit Tool *
name of auditor:
signature of auditor:
date of audit:
03
APPENdIx b
(workplace)
environmental
Audit Tool
(WORKPLACE) ENVIRONMENTAL AudIT TOOL
Your existing workplace environment (ie infrastructure) will play a part in the types of activities promoted by the
organisation. the purpose of this audit tool is to assess the characteristics of the workplace environment that are
known to influence health behaviours relating to physical activity.
where an organisation has more than one worksite, a separate environmental audit should be completed for each
worksite.
organisation name:
site location/address:
number of staff: number of remote staff:
number of work locations: number of staff with a disability:
number of floors occupied by staff/organisation in building(s):
Yes no
1. does the worksite provide a shower and changing facility for employees? n n ‘no’ go to
question 2
• Is it accessible for all employees (ie < 10 minute walk)? n n
• Are the facilities separate for males and females? n n
• does it contain:
> Individual showers n n
> lockers n n 41
> mirrors n n
> Benches n n
> Hair dryers n n
> towel services n n
• can the facilities accommodate at least 5% of the workforce at one time n n

(based on the number of locker and showers available)?
• does the worksite actively promote the availability of n n

showers and changing facilities?
Yes no
2. does the worksite provide an exercise facility on-site? n n ‘no’ go to
question 3
• Is it open before, during, and after normal work hours, including lunch n n
(ie at least 10 hours total per working day)?
• does the exercise facility provide:

> Aerobic equipment (stationary bicycles, treadmills, cross-trainers/elliptical n n
runners, etc)?
> strength training equipment (free weights or machines)? n n
> group exercise Area/Room (for group activities such as yoga, n n
pilates, stretching classes etc)?
• Is the facility and its activities supervised by credentialed staff 1 (ie an essA n n
Accredited exercise Physiologist)?
• can the facility accommodate at least 5% of the workforce at one time (based on n n
the space and exercise resources)?
• does the worksite actively promote the availability of the exercise facility? n n
• does the facility have adequate ventilation and air-conditioning? n n

(i.e. Is the temperature regulated between 18ºc and 22ºc, with
humidity between 40% to 60%?).
Yes no
3. does the worksite provide or maintain outdoor exercise areas n n ‘no’ go to
or playing fields for employee use? question 4
• does it enable the provision of outdoor team activities (eg Austag, touch football, n n
Frisbee throwing, etc)?
• Is it open before, during, and after normal work hours, including lunch (ie at least n n
10 hours total per working day)?
• Is the ground surface of the outdoor exercise area safe (ie grass or synthetic floor/ n n
rubber matting)?
• does the worksite actively promote the availability of the exercise facility? n n
Yes no
4. does the worksite provide and maintain secure bicycle n n ‘no’ go to
storage facilities (eg bike racks)? question 5
• type of storage facility:

> Bike rails/racks (with covers/shelters if outside) n n
> Bike cages n n
> Bike lockers (enclosed) n n
42 • does it have recharge facilities for electric bicycles (ie e-Bike charging station)? n n
• Is it accessible before, during, and after normal work hours, n n

including lunch (ie at least 10 hours total per working day)?
• can the secure storage facilities accommodate at least 5% n n

of the workforce bicycling to work at one time?
• does the worksite actively promote the availability of n n

the secure bicycle storage facilities?
Yes no
5. does the organisation comprise stairwells in its building(s) that n n ‘no’ go to
can be used by staff regularly to promote walking? question 6
• Are the doors unlocked on most floors, including no restricted exit (ie not locked n n
from inside)?
• do the stairwells have adequate lighting? n n
• do the stairwells have adequate ventilation? n n
• Are the stairwells carpeted? n n
• Are the doors to the stairwells marked ‘stairs’ (not just ‘exit’)? n n
• Are the floor numbers labelled inside the stairwell(s)? n n
• Are the utilities hidden (ie electrical wiring/plumbing not exposed)? n n
• Is the interior of the stairwell finished (ie painted/decorated)? n n
• does the worksite actively promote the use of the stairs (ie signs adjacent to n n
elevators or periodic emails encouraging the use of stairs)?
(WORKPLACE) ENVIRONMENTAL AudIT TOOL
Yes no
6. Are there dedicated walking and/or cycling n n ‘no’ go to
paths within the workplace precinct? question 7
• Is the footpath:
> immediately adjacent to the road? n n
> separated from the road (ie more than 3 metres)? n n
• Is the bicycle lane:

> on the road? n n
> immediately adjacent to the road? n n
> separated from the road (ie more than 3 metres)? n n
• Are the footpath and bicycle lanes shared (ie a share path)? n n
• does the worksite actively promote the use of the walking and/or cycling paths? n n
Yes no
7. Other
• Are any of the following accessible within (or immediately adjacent to)
the workplace grounds:
> Fitness centre? n n
> grass playing field (minimum dimensions: 24m x 11m)? n n
43
> swimming pool? n n
> tennis courts? n n
> squash courts? n n
> Basketball courts? n n
• other physical activity spaces accessible within (or immediately adjacent) to the n n
workplace grounds (please list below):
Audit performed by (full name):
signed: date:
03
APPENdIx C
bicycle information
and Active Transport
website directory
bICYCLE INfORMATION ANd ACTIVE TRANSPORT WEbSITE dIRECTORY
the following website directory provides information Australian bicycle Council (AbC)
regarding: the Australian Bicycle council’s role is to:
• walking, running and cycling maps and information • maintain an archive of information and resources
• electric bicycle (e-bike) retailers. to promote increased cycling in Australia.
• bicycle storage facilities. • oversee and coordinate implementation of the
• road-safety instruction providers. Australian national cycling strategy 2011–2016.
• national and state-based agencies and • provide a forum for the sharing of information
resource centres. between stakeholders involved in the
implementation of the strategy.
BICYCLE STORAGE FACILITIES (BIKE RAILS/ www.austroads.com.au/abc/
RACKS, BIKE CAGES AND BIKE LOCKERS)
It should be noted that the following bicycle storage bike bus
retailers are only an example of the many current A bike bus is a group of people who cycle to work in
suppliers in the market. For the purposes of ensuring a group. It’s called a ‘bus’ because there is a set route
an informed decision, it is advised that all suppliers of and timetable so it can pick up more passengers along
bicycle storage facilities are researched and compared. the way.
www.cora.com.au www.bikebus.org.au/index.html
www.securabike.com.au
Cycling Australia
CYCLING INSTRUCTION PROVIDERS cycling Australia conducts a range of training activities
Austcycle is the national leader in providing and cycling events nationally through local clubs. 45
cycle training to people of all ages and skill levels www.cycling.org.au
throughout the Australian community.
www.austcycle.com.au Cycling Promotion fund
the cycling Promotion Fund promotes cycling for all
ELECTRIC BICYCLES (E-BIKES) Australians.
It should be noted that the following e-bike retailers www.cyclingpromotion.com.au/
are only an example of the many current suppliers in
the market. For the purposes of ensuring an informed Cycling Resource Centre
decision, it is advised that all suppliers of e-bikes are the cycling Resource centre is an Australian cycling
researched and compared. information hub.
www.stealthelectricbikes.com.au/hurricane.html www.cyclingresourcecentre.org.au/
(modern designs)
www.electricbicycle.com.au (traditional designs) MapMyfitness
www.reefbikes.com.au (hybrid designs) the mapmyFitness suite of website and mobile
applications use gPs technology to help you to map,
NATIONAL INFORMATION record and share exercise routes and workouts in an
online database.
10,000 Steps www.mapmyfitnessinc.com
10,000 steps is a free health promotion program that
encourages the use of step-counting pedometers to Pedestrian Council of Australia
monitor daily physical activity levels the Pedestrian council of Australia runs the annual
http://www.10000steps.org.au/ walk to work day and other activities.
www.walk.com.au
Austroads
Austroads promote improved Australian transport AUSTRALIAN CAPITAL TERRITORY
outcomes by providing expert technical input to Pedal Power Act has a ride to work web-page:
national policy development on road and road www.pedalpower.org.au/
transport issues.
www.austroads.com.au
the Act department of territory and municipal TASMANIA

services provide cycling and walking resources and a Bicycle tasmania has a booklet on all aspects of
comprehensive road rules handbook: commuting:
www.tams.act.gov.au/move/cycling www.biketas.org.au/
NEW SOUTH WALES the tasmanian department of Infrastructure, energy

the Bicycle nsw website has news, events and and Resources has a cycling and walking section:
resources: http://www.dier.tas.gov.au/passenger_transport/
www.bicyclensw.org.au cycling_and_walking
the RtA website for information on commuting VICTORIA

including cycle-ways and handbooks: Bicycle network Victoria (enter ‘ride to work’ in the
www.rta.nsw.gov.au/roadprojects/resources/cycling. search function for great resources):
html http://www.bicyclenetwork.com.au/
transport nsw has an active transport toolkit: Vic Roads website for cyclists includes a great cycling
http://www.transport.nsw.gov.au/content/active- map facility:
transport-planners-toolkit www.vicroads.vic.gov.au/Home/
Moreinfoandservices/bicycles/
NORTHERN TERRITORY
46 the nt cycling Association is the peak body for Victoria walks has information and resources for
organised competitive and recreational cycling within walking, and has recently developed walking maps to
the northern territory: help you to map your walks:
www.nt.cycling.org.au/ walkingmaps.com.au
the nt department of Infrastructure, Planning and WESTERN AUSTRALIA

environment: the Bicycle transportation Alliance has a range of
www.nican.com.au/service/northern-territory- information available on its website:
cycling-association www.btawa.org.au/
QUEENSLAND the wA department of transport active transport site

the Bicycle Queensland website: outlines its innovative cycling and walking promotion
www.bq.org.au/ programs and comprehensive resources:
cycling: http://www.transport.wa.gov.au/
the Qld government has a comprehensive active activetransport/24022.asp
transport website: walking: http://www.transport.wa.gov.au/
www.tmr.qld.gov.au/ (type ‘cycling’ or ‘walking’ in activetransport/24021.asp
the search box).
SOUTH AUSTRALIA
the Bicycle Institute of sA has a commuter page:
www.bisa.asn.au/
the sA transport dept bike site has maps and info for
commuters:
cycling: www.sa.gov.au/subject/
Transport%2C+travel+and+motoring/Cycling
walking: http://www.sa.gov.au/subject/
Transport%2C+travel+and+motoring/
Walking+and+pedestrians

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PHYSICAL ACTIVITY

1. Exercise & Sports Science Australia (ESSA)

Women the cost of absenteeism).20

Physical activity is a proven treatment for three of

the four major contributors to presenteeism and can

therefore play a major role in improving productivity

Source: S. Blair 2010 within the Australian workforce.18–20

Physical inactivity is the second highest lifestyle- Medical & Pharmacy

related cause of disease and illness in Australia, only Long-term

DEFINITIONS OF PHYSICAL ACTIVITY Aerobic Activity

RECOMMENDED LEVELS OF PHYSICAL Muscle-strengthening activity

10 – moderate effort is a 5 or 6, and high intensity is a Prolonged sitting is becoming an increasingly

> Introduce height-adjustable desks to promote Inter-personal

Awareness Take-up Impact Sustainability

Pre-contemplation Contemplation Preparation Action Maintenance

– preferably an employee increasing physical activity, applying the 4 category

Contemplation (intent, but inactive) • Build self-efficacy.

Preparation (intent and occasional activity) Maintenance (consistently active

• Highlight the rewards. example, adjusting the volume and frequency of

Pre-contemplation (no intent and inactive)

7. Other • Include information on carrying/storage

sharing the overall results of the survey (of the management.

Charity-related events: sponsoring • If the event is linked to a charity, contact the

REFERENCES workplace wellness. Pwc, melbourne, Victoria

43:1–2 new south wales, p 7.

3. world Health organization (2002). Risks to health-promoting western Australia.

Private, melbourne, Victoria, p 4. switzerland.

nutrition interventions. Physical Activity nutrition and obesity 861.

Journal 174(6): 801–809. care 27:2603–2609.

the prevention and treatment of atherosclerotic cardiovascular 2261.

circulation 107:3109–3116. P.Z., owen, n. (2007). objectively measured light-intensity physical

capital territory. television watching and other sedentary behaviors in relation to

exercise and sport science Reviews 38(3):105–113. Physical Activity 13:23–33.

and exercise 41(5):998–1005. Journal of Health Behaviour 27(4):408–420.

biomarkers in us adults: nHAnes 2003–06. european Heart

34. Healy, g.n., et al. (2008) Breaks in sedentary time: beneficial

associations with metabolic risk. diabetes care 31(4):661–666.

35. medibank Private. (2009) stand up Australia: sedentary behaviour

in workers. medibank Private, melbourne, Victoria.

36. Prochaska, J.o., diclemente, c. c. and norcross, J. c. (1992). In

search of how people change. American Psychologist 47:1102–

HOW TO USE THIS AUDIT TOOL

SECTION A: MANAGEMENT AND LEADERSHIP WITHIN THE WORKPLACE

The recOmmended beST PrAcTice iS underlined in bOld. PleASe circle VAlidATiOn

1. Has physical activity been included in an organisational policy? Y/n n document

2. Has senior management signed the policy? Y/n n document

4. Is the policy covered in staff induction practices? Y/n n document

5. does the management system manual contain a copy of Y/n n document 31

7. does management communicate the following to employees at least Y/n n document

total no. of ‘Yes’ Answers

By whom date for completion

SECTION B: EMPLOYEE PHYSICAL ACTIVITY AND HEALTH - KNOWLEDGE AND CHARACTERISTICS

The recOmmended beST PrAcTice iS underlined in bOld. PleASe circle VAlidATiOn

1. employee’s current level of physical activity? Y/n n document

2. characteristics of employees (e.g. age, gender, employment status)? Y/n n document

3. employees’ preferences in physical activity? Y/n n document

4. Physical activity knowledge, attitudes, and skills? Y/n n document

total no. of ‘Yes’ Answers

By whom date for completion