matchfit@40 december 2016

Matchfit @ 40Stimulating your body and brain to play the game of work and life

December 2016

kpmg.com.au

http://www.kpmg.com.au

© 2016 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The KPMG name and logo are registered trademarks or trademarks of KPMG International. Liability limited by a scheme approved under Professional Standards Legislation.

Executive Summary

In today’s increasingly competitive, rapidly changing and high-pressured work environment, being ‘Matchfit’ has never been more important.Traditionally derived from competitive sport, the term Matchfit is being able to play and compete at a consistently high level. Translated into the workplace, Matchfit signifies being able to continue performing at your best in an ever changing environment – navigating disruption, digital transformation and merging demographics of the workforce.Matchfit@40 means being able to negate the biological decline of the body and brain post 40 years of age.

3 Matchfit @ 40

4Matchfit @ 40


KPMG Performance Clinic’s team, including researchers in the field of stress and human performance, nutritionists and organisational psychologists, have collaborated to explore the concept of what it means to be Matchfit@40.

KPMG Performance Clinic is aiming to significantly change the way executives approach their own performance and the performance of their teams, so they can be Matchfit for business, and for life.

This includes:

• Evaluating the increasing pressures of the modern world of work;

• Exploring the science behind what gradually happens to our bodies and brains post-40 which compound the pressures at critical career stages;

• Explaining why being Matchfit is even more important for executives in business performance than it is for athletes in their chosen sports;

• Motivating and inspiring executives to see all the aspects of health as enablers for their careers and well-being, rather than a ‘nice to have’ if and when they might find time; and

• Offering practical advice to embed across a working day to minimise workload pressure and maximise performance in work and life.

KPMG Performance Clinic uses a holistic framework centred across 4 elements of performance: Productivity (the way you work), Psychology (the way you think), Physiology (the way you eat and move) and Recovery (the way you balance stress).

Why 40? It is a key inflexion point in our lives40 has been chosen as the focus for this paper as this is the age where productivity, health and wellbeing can commence a gradual decline, owing to 4 major factors:

• Promotion into more senior roles: 40 is a typical age where executives are being promoted into more senior management roles, which come with expectations of longer hours, corporate travel, and operating on a global scale across multiple time zones.

• Relationships and family life: Around this age, executives often have the added pressure of life outside the workplace with permanent relationships and/or young families to care for, not just in terms of time, but also the financial pressures that come with mortgages, childcare costs and school fees.

• Reduction in physical activity: All too frequently leaders tell themselves that they are “too busy” to play sport or do regular workouts. Physical exercise is one of the first activities to be cut out in an attempt to squeeze in other commitments.

• Natural biological changes: Increased risk of common health conditions occur around the age of 40, meaning more needs to be done to counterbalance natural decline in the body and brain in order to keep operating at peak levels.

These four factors create a ‘perfect-storm’ where executives often feel overloaded, fatigued, and distracted. Rising stress levels, coupled with reduced levels of physical activity and a lack of strategic recovery means the body and brain can decline at a much faster pace than in normal healthy ageing. If executives don’t start to combat this at 40, it makes work and life much harder at 50, 60 and beyond.

Matchfit@40 is much more than just a title; it is a way of approaching life and a way of gaining a competitive advantage in the workplace. We hope it informs, motivates and inspires changed behaviours.

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Life is more complex today than it has ever been before. Over the past decade business focus on improved processes, systems and technology means executives now have to read, analyse, make decisions, communicate and interact far more in an average day than a decade ago.Added to this challenge, executives are also faced with the pressures of:

• Being constantly connected

• Living longer in an unhealthy state

• Exposure Theory

• Facing global megatrends

• Suffering from cognitive overload

Constantly connected• Executives are connected 24/7 and are expected to

always be available. The model below shows a typical working day in the 1990s which was characterised by intermittent phases of work followed by rest and recovery (including hard stops at the start and end of the working day). Consider how the past 30 years has transformed the way in which we work:

The challenges of living and working in the modern world

LunchCommute

Work

Commute

Leisure SleepDinner

12am 1am 2am 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm 9pm 10pm 11pm 12am3am 4am 5am 6am 7am 8am 9am 10am 11am 12pm

12am 1am 2am 1pm 2pm 3pm 4pm 5pm 6pm 7pm 8pm 9pm 10pm 11pm 12am3am 4am 5am 6am 7am 8am 9am 10am 11am 12pm

1990

2020

SleepBreakfast

Work

SleepSleep

Wake up - check social media

Breakfast

Commute - check work social media & emails

Work & lunch

Commute & pick-up kids Family time

- on-demand content

Work from home/conference call

Social media, skype overseas family or friends

Kids Activities - Connected gaming at home - Online learning - Homework- After school sport

Leisure

Dinner preparation

& eatSocial media

Work

Check work collaboration apps & respond to overnight

correspondence

1990 vs now

6Matchfit @ 40


Living longer in an unhealthy stateWe are living a decade longer compared to 50 years ago, but we are also living with more chronic medical conditions, which account for 90% of all deaths in Australia1.

Did you know? • 40% of Australians aged 45+ have 2 or more

chronic diseases2 (cardiovascular disease / cancer / diabetes / chronic obstructive pulmonary disease). These conditions are being exacerbated by common behavioural factors including physical inactivity, poor nutrition, smoking and harmful use of alcohol.

• 63% of Australian adults are now overweight or obese, up from 56.3% in 19953. Lack of time due to intense work pressures sees executives often opting for more on-the-go food with high levels of unhealthy fats, salts and sugars.

• Sitting is the new smoking: A meta-analysis of studies reported that time spent sitting is a powerful predictor of high premature death with almost 6% of all-cause mortality attributed to prolonged sitting4. People employed in sedentary occupations such as office workers, spend on average 22 hours a week sitting for work.

• The average executive’s heart spends 60%+ time in stress (sympathetic activation). By 2020, the World Health Organisation (WHO) predicts that 5 out of 10 leading health problems will be stress related5.

• Exposure theory proposes that our children’s generation will not outlive our generation. Previously considered ‘old age diseases’ are now expressing themselves in younger years. For those now approaching their 40s, the past 20 years of exposure to bodily and mental stressors begin to trigger and accelerate biological aging.

Global megatrendsThe world is experiencing an unparalleled rate of change which shows no signs of slowing.

Businesses are having to constantly adapt to this change and there is increased awareness across boardrooms and executive teams of the strain it is placing on employees at all levels in their organisation. Wellness and the wellbeing of employees is an increasingly high priority issue for executive teams.

KPMG’s Global CEO survey 2016 recently showed that 81% of Australian CEOs are concerned about the relevance of their products and services in three years from now6. This rate of change is only going to increase, adding to the stress levels of already overloaded executives.

Factors that will transform business models that Australian leadership teams will be cognisant of are:

• Increasing innovation and disruption forcing adaptation in business models

• Changing consumer expectations

• Digital technology reshaping working environments

• Biodiversity risks in companies, communities, and global ecosystems

• Ageing populations, driving rising healthcare costs

• Increasing vocational evolution with multiple careers in one lifetime

• Increasing demand for limited natural resources

• Rapid growth in Asia and emerging markets

• Changing geopolitical, economic and social trends resulting in greater global volatility, uncertainty and stress

Cognitive overloadThis unprecedented rate of change, combined with our avid need to be constantly connected to technology, is leading to a phenomenon labelled ‘Cognitive Overload’, where professional workers are cognitively overwhelmed with information from an array of different teams, technologies, tools and systems. Cognitive Overload Theory suggests when workers are presented with more information that can be processed within working memory, this contributes to mental strain7, stress and even ill health.

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Fighting natural biological declineWhat happens to our bodies and brains after 40?

30 50

Exposure Theory

Natural Decline

MatchFit

70+

Demand

Capacity

Age

As represented above our natural biological and physiological capacity (dark blue line) decline from our early to mid-30’s, a time when demands increase considerably for most successful executives, both from a work and personal capacity. The dotted line Exposure Theory represents the effect of repeated exposure to toxic stress and lifestyle that can accelerate natural decline in capacity resulting in reduced resilience, early

burnout and premature expression of disease. The top dotted line (MatchFit) represents the potential to prolong capacity to exceed demand, as a result of modifying exposure to stress and toxic lifestyle behaviours.

Physiological measures for the human body reach maximum capacity for expending and recovering energy between the ages of 25 and 30 years. Left to their own devices, both the body and brain naturally decline over time, however regular physical activity, healthy nutrition and ‘exercising’ your brain counteract the ageing process. Fit and healthy people have more energy, along with lower levels of stress, anxiety and depression.

8Matchfit @ 40


Physical changes From the early 30’s, physical abilities begin to decline until a plateau at around 55 to 60 years of age. Some of these changes in physical ability may not be so noticeable until the mid-40s, at which time the rate of decline can be accelerated by lifestyle and psychological stress. Changes that are known to occur include: altered body composition with reduced muscle mass, slower metabolic rate with tendency to store body fat, reduced cardiopulmonary (heart and lung) function with a significant decrease in maximum breathing capacity, reduced nerve conduction speed, reduced bone mass, lower water content of ligaments and tendons contributing to inflexibility, tendonitis and muscular injury.

The incidence of depression and anxiety also increases, at times triggered by a combination of chronic and acute stress and a number of these physical body changes.

From about 35 years of age, women start to lose lean tissue, as organs such as the liver and kidneys begin to shrink as well as metabolic rate reduces. Bone mass and density, which reach a peak at 30 years old in females, decline by 1-2% per year until menopause, at which point density decreases by as much as 2-3% per year. Turning 40 represents a time when biological processes shift, cortisol and insulin production raise, resulting in predisposition to weight gain, altered sleep and feelings of fatigue.

Hormonal changes Around the ages of late 30s to early 40s a decline in hormone production occurs, which include the reduction in human growth hormone (HGH), testosterone and dehydroepiandrosterone (DHEA) in men, and oestrogen in women. A decline in HGH is particularly important to note as the reduced production can have a negative impact on metabolism and body composition. Lifestyle factors can promote HGH production in our 40s; HGH is produced in bursts by the body when blood levels rise after exercise and sleep.

Genetic changesScientists report that after 40 years of age, brain cells show genetic changes, thought to contribute to cognitive decline8. As our brains age the following are also observed:

• Changes in cognition, attention and memory;

• Loss of neural circuits in the brain over time;

• Change in neuronal structures and/or possible neuron or cell death;

• Decrease in brain cerebral volume over time (e.g. decreases in grey and white matter volume) and;

• Decreases in dopamine and serotonin over time.

These factors demonstrate the importance of being Matchfit in order to counteract the natural ageing process, enabling executives to stay at their peak performance through their 40s and beyond.

Exposure TheoryExposure Theory represents the effect of repeated exposure to toxic stress and lifestyle that can accelerate natural decline in capacity, result in reduced resilience and higher risk for early burnout and premature expression of disease.

Exposure Theory is primarily based on 3 key contributing factors:

1. Overload of the sympathetic nervous system (stress responses), often from a young age, as we adapt to high exposure and use of technology in almost all aspects of daily living. The quality of recovery is frequently compromised leading to high prevalence of stress related disorders.

2. Lower levels of physical activity during daily activities of living, across the lifespan, contributing to higher prevalence of physical and mental health risk factors from a young age. Reduced physical activity is now the fourth leading risk factor for global premature mortality.

3. Exposure to highly refined and processed foods contributing to metabolic and inflammatory disorders from a younger age. Processed foods, often high in energy, sugar and salt, and low in dietary fibre, dominate diet in many western regions contributing up to 80% of mean energy intakes in some populations.

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The competitive advantage of being MatchfitConsider the comparison between the Athlete vs the Executive

The Athlete The Executive

Trains for hours each week to become Matchfit Little to no training each week

Competes for 10 seconds to a few hours each week

Competes for 50+ hours a week

Focuses on strategic recovery Views recovery as luxury / unnecessary

Periodises their training calendar balancing stress (training and competition) with recovery

Crams their diary with as many tasks as possible and lives in a state of stress

Prioritises sleep and relaxation Cuts back on sleep to fit everything in

Has an off-season for 2-3 months Takes 4 weeks break a year, constantly checking technology on holidays

Has a dedicated support team, including nutritionist, sport psychologist, masseur and specialist coaches

Little to no support team

Career lasts approximately 10-15 years Career lasts for 40+ years

In this context is the Executive’s schedule sustainable? Is yours?Becoming Matchfit enables executives to slow the biological decline of the body and brain, and perform at their best, giving them a competitive advantage over their colleagues.

We are in the midst of an energy crisis

KPMG Performance Clinic has assessed thousands of executives over the past few years and our results show that the average executive / senior manager is experiencing an energy crisis. The average leader:

• Feels overloaded, tired and distracted;

• Is physically 3 years older than their biological age;

• Has less than 6 hours quality sleep a night;

• Spends more than 25% of the week in unnecessary meetings, answering non-urgent emails and dealing with distractions;

• Is only half-way to achieving their desired work-life balance; and

• Their hearts spend more than 60% of the day in a stress state.

When considering the stark comparisons between The Athlete and The Executive, combined with the ‘perfect storm’ that occurs at 40 years of age this data shows why it is so important to focus on being Matchfit both in and outside of work.


7|Performance Index: Participant Profile & Report

Report (2 of 4)

Performance Clinic 3 of 7

Your Results

Nicholas BloggsAssociatePersonal Best+ Photo

Email: [email protected]

Mobile: +61 478 176 543

Date of Birth: 14/08/1977

Gender: Male

Organisation: KPMG

Location: Melbourne

Program: Performance Index

Group Name: KPMG Digital

Project Manager: Kate Black

Performance Index Score Start: 27/07/2016

69%Psychology 69%

Productivity 69%

Physiology 69%

Recovery 69%

Performance Clinic 4 of 7

PsychologyThe way you think

Quality time with family, friends, partner or kids (e.g. planned activities)

Past WeekHours dedicated to Perfect Week

Chronological Age Biological Age Difference

Consumptions, Steps and VO2 Max

Difference

Personal learning and development (e.g. learning a language, art school)

Personal interests and hobbies (e.g. painting, gardening)

5 10 -5

37 32 -5

0 5 -5

0 5 -5

MentalToughness

FlourishingState

LifeSatisfaction

GeneralWellbeing

69% 69% 69% 69% 69%

Age difference (Years)

Alcohol Consumption (Weekly) 20Cigarette Consumption (Daily) 0

Steps (Recommended minimum 10,000)

VO2 Max (mL/Kg/min)

12,233

52

PhysiologyThe way you eatand move Physical

CapacityPhysicalActivity

NutritionalHabits

69% 69% 69% 69%

Age difference

How do you know if you are Matchfit?There are two ways in which KPMG’s Performance Clinic can help determine your degree of Matchfitness:

1. Performance AssessmentA Performance Assessment provides a comprehensive report of how well or how poorly you are managing your personal performance in four key areas – Psychology (the way you think), Productivity (the way you work), Recovery (the way they balance stress), and Physiology (the way you eat and move). The assessment consists of two online behavioural surveys, a 90 minute Performance and Wellness Assessment and 48 hours of stress and recovery monitoring.

2. Performance IndexThe Performance Index provides a benchmark for how individuals, teams and entire organisations are performing. Information from the Performance Index report is collated from a self-report survey which assesses a range of physical and psychological elements of peak performance. This includes a series of objective and subjective metrics within the four quadrants of workplace performance (Physiology, Recovery, Productivity and Psychology).

Results gathered from either the Performance Assessment or the Performance Index will give you benchmark indication of the extent to which you are ‘Matchfit’ and provide you with an understanding of your strengths and any potential changes you need to make.

10Matchfit @ 40

11 Matchfit @ 40


The solution to being ‘Matchfit’ requires a balance across all 4 elements to achieve a healthy body, a flourishing mind, a connected lifestyle, and control of the environments you operate in.

The Matchfit@40 modelA balancing act

It is important to understand that there is no single winning formula for everyone to being Matchfit@40 – each person is different and each person needs to undertake an accurate, independent assessment to establish exactly how they are operating across all these dimensions.

This assessment informs a tailored and customised plan which needs real personal commitment and discipline – which are pre-requisites for executives to achieve their full potential and be Matchfit@40.

Elements of Matchfit performance

ProductivityThe way you work, interact and leadWork pressure | managing distractions | flexible working | planning

RecoveryThe way you balance stressSleep | strategic recovery | fighting ageing | dealing with stress

PsychologyThe way you thinkSelf-awareness | mental toughness | flexible thinking | presence

PhysiologyThe way you eat and moveNutrition | physical activity | fitness | movement

Elements of Matchfit

performance

12Matchfit @ 40


In coaching psychology knowing what to do is referred to as ‘self-awareness’, and actually doing it is ‘self-regulation’. The biggest challenge for many educated executives is that they know what they should be doing, but don’t put it into practice on a regular basis. The following content is designed to be action-oriented and help executives move from self-awareness to self-regulation.

MF@40 – proactive steps you can take

Productivity The way you work, interact and leadThe idea of ‘Cognitive Overload’ has been referenced earlier in this paper. Today, executives’ productivity is hampered by the constant distractions of unscheduled phone calls, emails, instant messages, colleagues stopping by their desk for an impromptu conversation, making productivity even more difficult than before.

There are many simple and effective ways that executives can look to increase their productivity:

• Dedicate time to planning the week, ensuring there is enough time between meetings to read and respond to emails, and time to take regular breaks;

• Locking specific time into the diary each week to plan, think, focus on strategy, and batch high level cognitive tasks together and work without distractions;

• Remove unnecessary meetings from the diary, start and finish meetings on time, compress meetings so they don’t automatically all run for 60 minutes, aim for at least one walk and talk every day, and talk to people, or at the very least text them, when it is urgent (rather than sending countless emails); and

• Set the ‘do not disturb’ online status for a set timeframe per day, reducing distractions of IMs, phone calls or email notifications popping up.

PsychologyThe way you thinkContinuous learning and brain stimulation has been proven to prevent cognitive decline, and in particular Alzheimer’s disease9.

The initiatives that executives can undertake to increase their psychology are readily available:

• Take 10 minutes in the day to undertake a mindfulness activity – this could be meditation, breathing exercises. In simple terms of Matchfit, our brains need some ‘down time’ to relax, recover revitalise and become more alert and effective;

• Try working in varied environments – (this is easier in an agile working environment). Research shows changing the environment you interact in on a regular basis, keeps the mind stimulated and reduces the risk of falling into habitual routines;

• Continue to learn – read blogs/articles on topics of interest and endeavor to learn more about the subject; and reflect whether attending certain types of courses would be worth the time investment; and

• Prioritise and plan for interests outside of work including hobbies and passions, community, family and friends, learning and development, health and fitness, spirituality and other areas that enrich your life and keep you connected.

13 Matchfit @ 40


PhysiologyThe way you eat and moveIn 2011-12 adults spent an average just over 30 minutes per day doing physical activity. Research has reported that executives’ activity levels are dropping while good nutrition is also waning.

Practical ways for leaders to improve their Physiology are:

• Move more. Aim for 10,000 steps each day. Try walking to work, have walking meetings, use a standing desk, take the stairs between meetings. Physical activity doesn’t have to be an hour blocked out in the diary. The benefits of regular activity including increasing the dendritic growth in the hippocampus which is located under your cerebral cortex which improves memory and cognitive functions;

• Prioritise and diarise exercise. On top of your 10,000 steps each day, aim for 3 fitness sessions each week and choose a balance between cardio, strength and flexibility. Make fitness fun (disguised fitness) and exercise with family members, friends, colleagues or a Personal Trainer to increase accountability. Resistance training in particular has been shown to stimulate HGH and reverse muscle decline;

• Nutrition is key. During weekly planning sessions, look through your diary and see how many corporate breakfasts, lunches and dinners are scheduled – consider whether the choice of restaurant will have healthy options available. Choose protein with plenty of vegetables;

• Invest in a piece of wearable technology that can measure daily activity and sleep levels. Measuring yourself gives the motivation to see results and continue with lifestyle changes; and

• Prepare your food in advance and avoid white sugar and refined carbohydrates which play havoc with energy levels, cholesterol levels, insulin levels, mood and concentration. 5 or 6 different types of fresh seasonal vegetables a day and antioxidant foods should be consumed.

RecoveryThe way you balance stressThis paper describes how executives are always connected, and always on. Practical tips to improve recovery are:

• Have a technology sundown – mobile phones should not be looked at for 1 hour before bedtime, and should not be reviewed first thing in the morning;

• Ensure holidays are actually taken, and tightly limit any time responding to work emails during these breaks. As leaders, encourage your teams to do the same and set the example that this is how holidays and weekends should be;

• Where possible, reduce alcohol consumption (limit to 2 standard drinks) in the evening as it interferes with the body’s regular sleep patterns and reduces parasympathetic activity at night;

• Go to sleep, and wake at the same time every day – the body’s natural body clock means the body is more alert at its waking time each morning than if the rising time is altered each day; and

• Every day build in rituals for 5 to 10 minutes that help you rebalance, recharge and recalibrate (examples include deep breathing, mindfulness, visualization, stretching).

14Matchfit @ 40


How do I start making changes?

Knowledge alone rarely results in the necessary changes in behaviour to become Matchfit

There are 4 steps to becoming Matchfit:Step 1: Matchfit AssessmentContact KPMG Performance Clinic and make an appointment for our high-level Performance Assessment* or complete our online Performance Index to assess your current performance, fitness, productivity and recovery levels, and to determine whether or not you are at a Matchfit level.

*We recommend executives do a Performance Assessment every 6 to 12 months to get baseline KPIs to show how their body and brain is performing

Step 2: Personal ProgramMost executives have a range of professionals they see for health, financial and personal needs (their ‘personal board’) incorporating a doctor, dentist, accountant, financial planner, lawyer etc.

Consider consulting with a Physiologist/Personal Trainer and a Nutritionist every 3 to 6 month to ensure you have a qualified and tailored program specific to your needs, travel requirements, and one that can keep you up to speed with the latest advancements in science and performance.

Step 3: Constant CalibrationBeing Matchfit is similar to managing an investment portfolio, with continual attention and monitoring needed. To be Matchfit requires the notion of ‘constant calibration’, to continually check and assess how you are tracking. Set aside time on a weekly basis to sit back and reflect on whether you have achieved what you wanted to in terms of your productivity, psychology, physiology and recovery needs.

Step 4: Embed RitualsIt is acknowledged that everyone has habits, both good and bad. Over time actions are repeated and easily become ingrained behaviour. A ritual, however, is done with deliberate intention and focus. Set yourself specific rituals to your health, wellbeing and performance, and give yourself a process of purposeful actions designed to set you up for success.

15 Matchfit @ 40


Bibliography

References in connection with this paper are:

1 Australian Institute of Health and Welfare (2010). Australian Burden of Disease Study: fatal burden of disease. Retrieved from: http://www.aihw.gov.au/publication-detail/?id=60129550176

2 Australian Institute of Health and Welfare (2014). Australia’s health series No 14. retrieved from: http://www.aihw.gov.au/WorkArea/DownloadAsset.aspx?id=60129547726

3 Australian Bureau of Statistics. Australian Health Survey: Physical Activity, 2011-2012. Retrieved from: http://www.abs.gov.au/ausstats/[email protected]/Lookup/4364.0.55.004Chapter1002011-12

4 Chau JY, Grunseit AC, Chey T, Stamatakis (2013). Daily sitting time and all-cause mortality: a meta-analysis. PLoS One. 13;8(11).

5 World Health Organisation (2001). Mental Health. Ministerial Round Tables 2001. Available at: http://www.who.int/mental_health/advocacy/en/Call_for_Action_MoH_Intro.pdf

6 CEO survey : P21 KPMG Global CEO Outlook Survey 2016

7 Paas, F., Tuovinen, J. E., Tabbers, H., & Van Gerven, P. W. (2003) Cognitive load measurement as a means to advance cognitive load theory. Educational Psychologist, 38(1), 63-71.

8 Lu, T. et al. (2004) Brain cells show genetic changes relating to cognitive decline:. Gene regulation and DNA damage in the ageing human brain. Nature, 429 (6994), 883-91.

9 Zanetti, O., Binetti, G., Magni, E., Rozzini, L., Bianchetti, A., & Trabucchi, M. (1997) Procedural memory stimulation in Alzheimer’s disease: impact of a training programme. Acta Neurologica Scandinavica, 95(3), 152-157.

http://www.aihw.gov.au/publication-detail/?id=60129550176

http://www.aihw.gov.au/WorkArea/DownloadAsset.aspx?id=60129547726

mailto:http://www.abs.gov.au/ausstats/[email protected]/Lookup/4364.0.55.004Chapter1002011-12

http://www.who.int/mental_health/advocacy/en/Call_for_Action_MoH_Intro.pdf

© 2016 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The KPMG name and logo are registered trademarks or trademarks of KPMG International. Liability limited by a scheme approved under Professional Standards Legislation. © 2016 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The KPMG name and logo are registered trademarks or trademarks of KPMG International. Liability limited by a scheme approved under Professional Standards Legislation.

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Contact us

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The contacts at KPMG in connection with this paper are:

Andrew MayKPMG Performance ClinicPartner T: +61 2 9335 7558 M: +61 418 585 007 E: [email protected]

Dr Tom BuckleyKPMG Performance ClinicKPMG Australia T: +61 2 9335 8845 E: [email protected]

James HunterPartner, KPMG Australia T: +61 2 9335 7907 M: +61 424 299 016 E: [email protected]

Eloise LittlejohnsKPMG AustraliaT: +61 2 9346 5903 E: [email protected]

The information contained is for general informational and business improvement purposes only, and are not intended to constitute or be a substitute for advice from an independent qualified medical practitioner, nurse or other similar health practitioner. Our Services and Deliverables are not intended to be used to diagnose, treat, cure or prevent any medical condition (including any mental health condition).

Although we endeavour to provide accurate and timely information, there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.

To the extent permissible by law, KPMG and its associated entities shall not be liable for any errors, omissions, defects or misrepresentations in the information or for any loss or damage suffered by persons who use or rely on such information (including for reasons of negligence, negligent misstatement or otherwise).

© 2016 KPMG, an Australian partnership and a member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved.

The KPMG name and logo are registered trademarks or trademarks of KPMG International.

Liability limited by a scheme approved under Professional Standards Legislation. October 2016. VIC N14736FIRM

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matchfit@40 december 2016

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