MENTAL HEALTH & WELLBEING
A NIBA BROKERS’ GUIDE ISSUE 3 – OCTOBER 2020
CONTENTS ISSUE 3 FEATURES 4 A Culture of Mental Health 6 Battling Social Isolation in a Global Pandemic 8 Champions of Mental Resilience 10 A Roadmap to Workplace Wellbeing
The NIBA Broker Guides are brought to you through a partnership of Allianz and NIBA. We hope the knowledge of our subject matter experts, coupled with Allianz’s industry expertise, helps you and your clients prepare for the future. We welcome ideas for future subjects - please email your suggestions to editor@niba.com.au. 2
In our third edition of A NIBA Brokers’ Guide, subject matter experts highlight the important role brokers can play in helping their clients identify, assess and manage workplace risks to mental health.
WELCOME
Over the past decade, psychological injury claims have increased by 80 per cent1. An Allianz study also revealed that 93 per cent of Australian full-time workers have experienced symptoms of a mental health condition at work2. The impacts of impaired mental health in the workplace are varied and significant, contributing to a ‘triangle of risk’ where employer obligations under Workplace Health and Safety, Employment Law practices and Workers Compensation intersect. As advisers of risk mitigation and management, brokers can help clients improve worker mental wellbeing. This supplement provides guidance on identifying and nurturing an optimal workplace culture.
DALLAS BOOTH Chief Executive Officer, NIBA
DAVID HOSKING Chief General Manager, Broker and Agency, Allianz
In a pre-COVID-19 world, one in four Australians aged 15 and over reported experiencing an episode of loneliness, while one in two felt lonely for at least one day a week3. When the World Health Organisation declared the outbreak of COVID-19 a pandemic, the global population was met with the challenge of staying connected and maintaining social networks during lockdown. In this guide, discover how to establish socially-distanced connections to mentally arm your workforce, now and into the future. One critical component of mentally arming a workforce, is building mental resilience, as it enables one to adapt well in the face of adversity, trauma, tragedy, threats or significant sources of stress. As Official Insurance Partner of the Australian Olympic and Paralympic Teams, Allianz introduced journalist Nina Hendy to Olympian surfer Owen Wright and Paralympian Madison de Rozario. The Olympic and Paralympic ambassadors share their inspiring stories of mental resilience in this issue of the guide. The opportunities for brokers to provide unquestionable value to their clients, who face a gamut of risks, is evident on each page of this guide - we hope it’s a beneficial resource for you and your clients. If you or someone you know needs support, you can contact Beyond Blue Support Services 24/7 on 1300 224 636, or Lifeline 24/7 Crisis Support on 13 11 14.
1 M. Pittman – see page 10 2 https://www.allianz.com.au/images/internet/aalaus/Allianz_Awareness_Into_Action.pdf 3 https://psychweek.org.au/wp/wp-content/uploads/2018/11/Psychology-Week-2018Australian-Loneliness-Report-1.pdf
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A CULTURE OF MENTAL HEALTH Vital to fostering mental wellbeing, how can brokers help clients drive the right workplace culture? Michelle Dunner reports. The impacts of impaired mental health in the workplace are not limited to absenteeism and decreased productivity – they are a major contributor to a ‘triangle of risk’ where employer obligations under Workplace Health and Safety, Employment Law practices and Workers Compensation intersect. Allianz research, published in its ‘Awareness into Action’ report, paints a disturbing picture; 93 per cent of Australian full-time workers surveyed have experienced symptoms of a mental health condition at work. The report quotes SafeWork Australia figures showing work-related psychological claims each year cost $543 million in workers’ compensation payouts and that claims for mental injury have far greater residual impact than physical injuries in terms of cost to an organisation. So, what can organisations do to improve worker mental wellbeing and how can brokers effectively advise clients on risk mitigation and management? It boils down to identifying and nurturing an optimal workplace culture. David Hosking, Chief General Manager Broker and Agency at Allianz says, “A positive workplace culture doesn’t occur by accident. It requires a clear corporate vision and framework that is brought to life through its leaders, who lead by example and provide tools and frameworks for employees to access. It requires consistent, open and regular dialogue, where people are being treated with empathy and respect. “Leaders must take time to understand staff needs at an individual level, so that the right tools and resources can be provided. “Over the last few months, we’ve moved from normal, to crisis, to consolidation, to the ‘new normal’. Remaining open and authentic with my own experience and even simply acknowledging when times are challenging, have been some of the tools I have adopted to support my team during COVID.” While many workers and organisations have thrived after
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COVID-19 forced them into remote working, it has also been a time of intense uncertainty and stress. Heightened awareness by leaders during this period is key to ensuring workplace culture remains strong, according to Anya Johnson, Associate Professor in Work & Organisational Studies at the University of Sydney Business School. “Remote working strips away a lot of the cues we rely on that tell us what’s going on in the workplace,” she says. “We miss the informal catch ups, the corridor conversations – they’re things we don’t have over Zoom.” As a result, Johnson says, workplace culture needs to be developed in a much more explicit way. “We need to state what the expectations are, particularly around such things as balancing work and life.” PSYCHOLOGICAL SAFETY Johnson says leaders can enhance worker psychological safety by creating opportunities where they can express what they’re finding challenging. “Working remotely has changed the way we work quite radically. We have a lot more autonomy but a lot less connection. Having discussions about the way our roles are designed can also facilitate good mental health, avoid feelings of being overwhelmed and promote collaboration. “When we’re working in isolation it’s a lot harder to be able to create that shared sense of purpose,” Johnson says. Hosking adds: “If culture is defined as the standards we accept and expect when no-one is watching, then there is no greater test than during this ‘new normal’ where we see large teams separated and working remotely. A poor culture will see significant underperformance – not being there for our customers, the community, our people at a time when they need us the most. “Embedding a strong sense of trust and unity is crucial. This comes from having a healthy workplace culture.”
Heightened awareness by leaders during this period is key to ensuring workplace culture remains strong. A TRIANGLE OF RISK Employers can use a number of strategies to promote a mentally healthy workplace, according to Sparke Helmore Partner and Senior Employment Lawyer Roland Hassell. “One of these is designing and managing work to minimise harm,” he says. “Involving workers in decision-making processes can be empowering, giving them the opportunity to control their work schedules. “It’s also important to support recovery from mental illness and that not only includes elements such as modifying work, supporting people’s absence, or managing the return to work. An effective workplace culture helps increase awareness of mental illness and reduce stigma as part of a holistic approach to wellbeing. “Traditionally, mental health is something we’ve approached as being something we deal with by ourselves and not as a matter for our employer’s involvement. Increasingly though, state and federal regulators are making it clear that mental health is a known hazard and the risk needs to be controlled and eliminated in the same way as any other workplace risk.” WHAT CAN EMPLOYERS DO? Hassall believes facilitating the ability for workers to seek early assistance is key. Apart from access to Employee Assistance Programs, he says a good workplace culture also includes: • Employers undertaking wellness checks – particularly important for workplaces with known issues or disputes about culture. • A welfare audit – to gauge where an organisation is at in its approach and culture around mental health.
• External facilitators – to resolve issues among individuals or in departments. A key success indicator for culture is the creation of a psychologically safe workplace. “It must be possible to have a free exchange of ideas, ensuring people understand that does not mean bullying or harassment.” WHAT CAN BROKERS DO? Hosking believes when there is so much dislocation in the economy, people often reflect on the resilience of insurance. "It's more important than ever that brokers are checking in on their clients and their clients’ needs. Financial stress, a major cause of mental health issues, may be somewhat alleviated by an empathetic conversation and providing some relief. "Allianz has introduced financial hardship support measures to support a variety of customer needs. During this time, we have spoken to several broker partners who have commented on how important it is to be mindful of changing client needs, in order to offer the right support measures available. "At Allianz we also recognise that for customers experiencing vulnerability, we must handle each interaction with flexibility, dignity and care, recognising when we may also need to recommend other specialised mental health and wellbeing assistance outside our organisation." Hassall says brokers need to understand the gamut of risks their clients might be faced with. “Employers face the risk triangle of workplace health and safety, workers’ compensation and employment law obligations. Culture and mental health plays into that triangle in a very significant way. If a broker can understand that, they can be of immense assistance to their client.” If you or someone you know needs support, you can contact Beyond Blue Support Services 24/7 on 1300 224 636, or Lifeline 24/7 Crisis Support on 13 11 14.
THE EXPERTS’ GUIDE TO OPTIMAL WORKPLACE CULTURE 1. Lead by example
“Culture is the glue that holds an organisation together and leading by example is key to developing culture that supports mental wellbeing,” says Hosking.
2. Encourage workers to prioritise wellbeing
“From the top down, it’s critical that messaging is clear and consistent… There must be regular communication that encourages such aspects as diet, exercise, a good routine and how to recognise signs of exhaustion,” Hosking adds.
3. Develop culture in an explicit way
“If leaders are sending emails at 11 at night, that might not be a good signal. Be cognisant of the way you’re communicating, what may be implied and have a way of gauging how your messages are being received,” Johnson suggests.
4. Create a safe space
“Managers need to recognise that everyone experiences situations differently and face their own challenges – none are right or wrong. A leader’s goal is to create a space where it is safe for individuals to make choices,” Johnson explains.
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BATTLING SOCIAL ISOLATION IN A GLOBAL PANDEMIC In a pre-COVID-19 world, one in four Australians aged 15 and over reported experiencing an episode of loneliness, while one in two felt lonely for at least one day a week1. Since COVID-19 struck, those who remain employed find themselves in a strange new world of staggered office schedules, working from home, or an unpredictable combination of the two. So what are the best ways to engage and connect with employees, in and out of the workplace? Steph Wanless reports. The sudden loss of connection since COVID-19 came into our lives may undoubtedly trigger feelings of loneliness for people everywhere. That’s why it’s more important than ever for businesses to have a robust mental health program in place to offer support, boost connection and prepare for the future as we navigate this pandemic together. KNOW THE SIGNS Lonely people the world over experience significantly worse mental and physical health to those who are connected. Social isolation has been linked to mental
illness, emotional distress, the development of dementia, poor health behaviours, suicide and premature death2. “Being socially connected with our community, with our friends, with our family, is our lifeline,” says mental health and wellbeing advocate Matthew Johnstone. While lockdown and social distancing measures have given some of us time to stop and contemplate what’s really necessary in our lives, others are struggling. “If you notice people starting to withdraw from meetings or catch-ups – be it in person or virtually – if you know someone isn’t sleeping well, if they’re eating a lot of foods that are high in saturated fat or sugar, drinking alcohol more frequently or partaking in gambling, these are all telltale signs that they may not be coping right now,” says Johnstone.
“Being socially connected with our community, with our friends, with our family, is our lifeline.”
GT INSURANCE JOINS HEALTHY HEADS IN TRUCKS & SHEDS INITIATIVE IN SUPPORT OF MENTAL HEALTH Healthy Heads in Trucks & Sheds (HHTS) – a collective national approach to tackle ‘driver and shed’ mental health – launched on Tuesday 18 August with one overarching objective: to create a single national mental health plan for truck drivers, distribution and warehouse staff. The launch saw a panel of industry leaders, drivers, government and leaders within the mental health space join in a candid conversation around mental health and wellbeing in the road transport and logistics industry. The not-for-profit has been built on three key pillars: 1. An increase in the number of people trained in mental health at transport and logistics facilities.
2. Standardisation of policies and regulation at these facilities. 3. Helping the individual be healthier from a diet and mental health perspective. Founding members include leading road transport operators Woolworths, Coles, Linfox, Toll, Qube and Ron Finemore Transport, in partnership with the National Heavy Vehicle Regulator (NHVR) to fund the inception and development of the initiative.
To find out more about the initiative, visit healthyheads.org.au
1 https://psychweek.org.au/wp/wp-content/uploads/2018/11/Psychology-Week-2018-Australian-Loneliness-Report-1.pdf 2 https://www.aihw.gov.au/reports/australias-welfare/social-isolation-and-loneliness
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MENTALLY ARMING A WORKFORCE According to Heads Up, the workplace mental health offshoot of Beyond Blue, in order to promote positive mental health and wellbeing, it’s crucial to: • Develop manager capability in positive, proactive leadership. For example, promoting employee growth, matching employee skills and strengths with tasks, and providing recognition and constructive feedback. • Encourage staff to work on tasks together, discuss ideas, share skills and take part in social activities. • Emphasise the value of the work employees do, celebrate achievements and praise effort, as well as results. When Allianz Australia mobilised their entire workforce to work from home in two and a half weeks, they sent out a survey asking people how they were feeling, and what they needed in terms of support. In response to feedback, Allianz pushed the button on several programs sitting in the business’ mental health and wellbeing strategy earlier than planned. "First we focused on 'Red-Zone Care' and ensured every single employee was aware of the support available through our EAP and heavily promoted the Mental Health First Aid Officer network,” says Rebekka Squire, Employee Engagement and Experience Manager at Allianz.
TOP THREE TIPS FOR CREATING A THRIVING WORKPLACE 1. Prevent Harm
Firstly, you have to design work in a way that minimises harm (physically and psychologically). Crucial to that is inclusive leadership and culture. Having a network of trained mental health and wellbeing officers can also help team members when the going gets tough, sometimes a conversation is all you need.
2. Promote the Positive
Ultimately, reducing the health risk profile of your employees is the best course of action you can take. Invest in the initiatives aligned to health coping and encourage participation. Have employees focus on balance - quality sleep, good food and exercise. We all know when these things are maintained, we all cope much better - even in extreme situations.
3. Reach out
Being compassionate and empathetic is crucial. Don’t be afraid to reach out to people, ask how they are and if you suspect they’re not okay, listen to them and help them create the space they need to work through that. Source: Rebekka Squire, Employee Engagement and Experience Manager, Allianz
“This is an accredited group of employees who are trained to have a conversation and offer either emotional, mental or triage support depending on the situation,” explains Squire.
Of those who took part in the program, 98 per cent said it had a positive impact on their wellbeing.
Allianz also offered additional training to their leaders to recognise the signs and symptoms of mental health concerns, and upskill on how to provide support.
Squire says Allianz will continue to build on the approach to flexibility across the organisation once COVID passes.
"We communicated a strong message around wellbeing and reassured them that we did not expect the same level of productivity or performance in these circumstances," adds Squire. BUILDING SOCIALLY-DISTANCED CONNECTIONS In an effort to counteract the loss of physical contact, Allianz hosted a two-week ‘Dare to Care’ connectedness campaign, which rewarded employees with points when they shared wellbeing behaviours such as exercise, healthy eating, rest and sleep on an intranet page. “Those points could then be redeemed in Allianz’s appreciate marketplace, where you can choose a voucher, an experience, even a blender – or you could donate your points to a paralympic committee, which is what our winner ultimately did,” says Squire.
A MORE FLEXIBLE FUTURE
“We have now given people much more flexibility in the way they work and this has created a very positive response as seen in our engagement scores. We’re looking very carefully at how we can continue the approach as we develop our future work model.” Johnstone agrees that the way of work has changed forever, as well as our approach to mental health and wellbeing. “This has to be viewed as a long game, an ongoing conversation where leaders and companies everywhere introduce regular programs and seminars, invite employees to share their ideas and experiences and are armed with the tools we need to move through these troubling times." If you or someone you know needs support, you can contact Beyond Blue Support Services 24/7 on 1300 224 636, or Lifeline 24/7 Crisis Support on 13 11 14.
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CHAMPIONS OF MENTAL RESILIENCE Mental illness is more common than you might think. Almost half of all Australians aged 16 to 85 years – 7.3 million people – will experience mental illness at some point in their life1. While these conditions can be serious, workplaces can play a huge role in supporting individuals back to good mental health. Nina Hendy reports. Official figures2 from Safe Work Australia reveal that mental stress counted for seven per cent of all Australian Workers’ Compensation statistics in 2017/18. Now as the pandemic puts unprecedented pressure on all of us, looking after the mental health of our colleagues has never been more important. WORKPLACE SUPPORT Adam Lloyd, General Manager of Workers’ Compensation, Allianz, believes that corporate leaders can play an important role in supporting their teams’ mental health. “Every job involves a level of stress, and a comfortable level can create great outcomes for teams to solve complex business problems. But the concern is when it’s excessive and sustained,” Lloyd says.
“Every job involves a level of stress, and a comfortable level can create great outcomes for teams to solve complex business problems. But the concern is when it’s excessive and sustained.” “So it’s important for leaders to constantly set realistic targets that can be broken down into achievable chunks of work. “Effectiveness within the workplace can come from helping teams establish boundaries, so to avoid the ‘always on’ virtual working environment,” he adds. “It’s about making sure there is clear communication to what is, and equally what is not, expected from the team, and having this conveyed right from the top. “Even the simple message of asking your teams to be conscious of having regular ‘tools down’, instead of replacing saved travel with work, given we are no longer commuting two hours a day, can have a powerful impact on employee mental health,” he says. Lloyd says remote working can be isolating, so we all need to find ways to orchestrate social interactions, and look for new ways to connect with each other, even if it’s via regular video calls. As a leader, he’s very focused on the team’s mental health, spending more time preparing for meetings so he can be sure he’s asking the right questions to the team to understand how things are really going. “Leaders of new virtual teams, where employees were used to having team support physically around them, should recognise the risk that their teams may be frozen still at home. So unscheduled virtual check-ins to see if they’re coping OK with the job is a new leadership norm,” Lloyd explains.
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CHAMPIONS OF WELLBEING Since 2011, Allianz has been a proud partner of Paralympics Australia and, since 2019, the Australian Olympic Committee. As the Official Insurance Partner of the Australian Olympic and Paralympic Teams, Allianz embraces the opportunity to promote Olympic and Paralympic values, and appreciates the social, physical and mental benefits it can spread to communities everywhere. Daniel Kowalski, the Olympian Services Manager for the Australian Olympic Committee, believes there hasn't been a time in recent memory where wellbeing was as important as it is now. “Whilst there are a lot of things that are out of our control, we’re providing our Olympic family with a number of initiatives that they can control and engage with, most notably Wellbeing Week.” This year, Allianz was thrilled to partner with the Australian Olympic Committee to present Wellbeing Week 2020, which was held in September and comprised of a series of Lunch & Learn sessions with industry experts and Olympians, streamed live on Facebook. “The initiative gave the athletes a strong foundation across a number of wellbeing areas so they can grow and prosper and ensure they maintain a positive state through these trying times,” Kowalski adds. MENTAL RESILIENCE Australian professional surfer, Owen Wright, says he has an entirely new perspective on mental strength since he suffered a serious head injury while surfing overseas in 2015.. The current world number nine and Olympic hopeful says sheer determination and mental strength enabled him to get back out into the ocean and continue surfing big waves. Owen’s experience is arguably one of the most incredible comeback stories ever told. He believes, ”Mental strength means riding the waves of emotion and life like he rides the waves out in the ocean.” “Recovering from my accident gave me a new perspective on mental strength. Fear is always present, but for me, it’s about embracing and acknowledging it, rather than wishing it away,” he says. “If you listen to fear, it can be a good thing; it can teach you to be more patient and to see things in a new light. It’s been a journey; I didn’t gain this perspective overnight,” Owen says. Paralympian Madison de Rozario says she’s also been more proactive about her mental health in recent months.
She may be an elite athlete, but negative thoughts still creep in sometimes. “When I compete I often think, what if I let people down, what if it’s not enough, what if I don’t perform my best? The bigger the stage I’m competing on, the louder these thoughts get.” But she’s determined to stop negativity in its tracks and come back stronger than ever. “I’ve been working on stopping negative thoughts and giving more airtime to the positive ones. By speaking up, I hope to show that even athletes are vulnerable; it’s OK to have fears, but we can’t let our fears stop us from progressing,” she says. If you or someone you know needs support, you can contact Beyond Blue Support Services 24/7 on 1300 224 636, or Lifeline 24/7 Crisis Support on 13 11 14. To find out more about Allianz’s ambassadors, as well as its role as the Official Insurance Partner of the Australian Olympic and Paralympic Teams at allianz.com.au/aboutus/olympics-and-paralympics.
HOW TO STRENGTHEN RESILIENCE Stress and setbacks are a part of life, and you can’t avoid them. Mental resilience is the ability to cope with unexpected changes and challenges in your life. You may already have skills and support networks that help you to be resilient. However, you may be able to strengthen your resilience even further, making it easier for you to face difficult situations and maintain good mental health. Here are a few steps you can take to strengthen your resilience: • Knowing your strengths and keeping them in mind • Building your self-esteem – have confidence in your abilities and the positive things in life • Building healthy relationships • Knowing when to ask for help • Managing stress and anxiety levels • Working on problem solving skills and coping strategies
1 https://www.health.gov.au/health-topics/mental-health 2 https://www.safeworkaustralia.gov.au/collection/australian-workers-compensation-statistics
Source: healthdirect.gov.au
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A ROADMAP TO WORKPLACE WELLBEING Tiffany Eastland shares expert insights on helping clients identify, assess and manage workplace risks to mental health.
and James Tutton, two senior and successful entrepreneurs that were reaching burnout.
Over the past decade, Mark Pittman has observed an 80 per cent increase in psychological injury claims. The General Manager of Government Services (Workers Compensation) at Allianz, says one in every 1400 workers in Australia place a mental health related claim each year.
Kate Perkins, Head of Workplace Programs at Smiling Mind, says mindfulness is paying attention to the present moment with openness, curiosity and non-judgement. “By being more present we foster a calmer mind and nervous system, as we are spending less time caught up in unhelpful rumination about the future and the past, a key driver of stress and anxiety” she adds.
“The major factors that we see are stress, lack of sleep and a loss of motivation or interest in work, but when you drill down further to see what’s actually causing those factors, you’re looking at unrealistic workloads, real or perceived, not feeling valued or engaged, and for some, financial pressure at home.” Pittman believes that brokers have an important role to play in helping clients identify, assess and manage workplace risks to mental health, especially now. IDENTIFYING AND ASSESSING THE RISKS According to Pittman, a lot of employers understand how important it is to have a healthy workplace, but when it comes to how to assess the mental health of their workforce, many are at a loss. He believes brokers can help the employer identify what some of the challenges are, because there is going to be a financial impact that is clearly visible. “Has your client noticed a drop off in productivity? Is there a high turnover rate? How engaged are their employees?” Pittman says, there’s not a one size fits all approach, so a broker, who has insight into their client’s business, is in a great position to identify and assess factors that may be cause for concern.
WHAT IS MINDFULNESS?
Through practising mindfulness and meditation, research shows people can reduce symptoms of stress, anxiety and depression. It can also boost working memory and help improve performance, resilience and increase self-esteem. From a business perspective, this can translate into reduced absenteeism and presenteeism, Perkins explains. “It can also help to increase retention of skilled staff. Importantly, mindfulness and meditation is a proactive, preventive tool for managing our mental health, so has relevance for all of us.” HOW COVID-19 IS ADAPTING THE WAY WE WORK Since the outbreak of COVID-19 Pittman says the concept of work-life integration has taken over from work-life balance. The mentality is, “I can still achieve what I would achieve in the workplace, but I’m going to do it in a flexible way, in a way that suits me, and still give the business the outcomes that it expects from me,” he explains. For Lisa Carter, Director of Clear Insurance and Stephen Ball Memorial Award recipient, work-life integration has played a crucial role in her success.
The role of the broker doesn’t stop there, in fact Pittman believes there’s a great opportunity for brokers to be a part of the solution by facilitating the implementation of a suitable workplace mental health program.
As a mother of three children, she says her work and home life are deeply intertwined. “I’m fortunate that I can put my children’s schedule first and not miss any of their essential school, extra-curricular or sporting events, while still enjoying a highly rewarding insurance career and delivering excellent service to our Clear Insurance clients.”
One workplace program seeing phenomenal results is Smiling Mind, a 100 per cent Australian not-for-profit organisation that was established in 2012 by Jane Martino
If you or someone you know needs support, you can contact Beyond Blue Support Services 24/7 on 1300 224 636, or Lifeline 24/7 Crisis Support on 13 11 14.
MANAGING THE RISKS
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RESOURCES & TOOLS
NIBA GUIDES
Beyond Blue beyondblue.org.au/healthy-places
Member Helpline: Tel: 02 9459 4300 niba@niba.com.au www.niba.com.au
Healthy Heads in Trucks & Sheds healthyheads.org.au
National Insurance Brokers Association Level 11, 20 Berry Street North Sydney NSW 2060 Allianz Australia Insurance Limited Level 12, 2 Market Street Sydney NSW 2000
For the latest product news and information from Allianz, visit www.allianzengage.com.au/nibabrokerguide and connect with us on Linkedin.com/showcase/AllianzBrokerandAgencyAU Allianz and NIBA gives no warranty and makes no representation that the information contained in this publication is, and will remain, suitable for any purpose or free from error. To the extent permitted by law, Allianz and NIBA excludes responsibility and liability in respect of any loss arising in any way (including by way of negligence) from reliance on the general information contained in this publication or otherwise in connection with it. The contents of this guide are protected by copyright. © Allianz Australia Insurance Limited and National Insurance Brokers Association 2020.
Black Dog Institute Australia blackdoginstitute.org.au/ education-services/workplaces
Smiling Mind smilingmind.com.au/mindfulness-workplace SuperFriend superfriend.com.au The Mentally Healthy Workplace Alliance headsup.org.au/general/about-us/ mentally-healthy-workplace-alliance
CPD ENTITLEMENT NIBA Members can gain ½ a point per hour engaged in reading the substantive content of an issue of A NIBA Brokers’ Guide. For more information and to download a CPD reading record sheet, visit niba.com.au/html/unstructured-cpd.cfm#reading *Members can claim a maximum of 7.5 points annually for unstructured training (professional reading and individual research activities)
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