We have a holistic and centralised approach to health and wellbeing at Tetra Pak. We use central governance and run a rolling programme of initiatives to drive progress. In 2018, we launched a corporate procedure to ensure consistent management of noise and started the rollout of out our global mental wellbeing programme.

​​​​​​​​​​Health across our markets

All companies currently must ensure full compliance with legally required medical examinations for high-risk groups. Many manufacturing site companies also focus on employee health and wellness more broadly, from offering regular hearing and eyesight tests, routine vaccinations and ergonomic risk assessments; to stress management programmes, complementary therapies, advice on nutrition and healthy living, and alcohol and drug support.

For example, in 2018, Tetra Pak New Zealand presented Items from Worksafe NZ around risks in the workplace and their types on involvement with coaching and assistance. Yoga and Tai Chi sessions were completed and some staff completed their own morning 'Boot Camp' training. A focus had been placed around healthy meal options and driver safety. ​

Within the Melbourne Office in Australia, a Mindfulness Program was conducted over the 4 weeks (1 hour each Thursday) of October. The series consisted of; Introduction to Mindfulness; Neuroplasticity & Habits; The Stress Response; Self-Care & Resilience Tools. This program focused on being self-aware of one's emotional state, external stressors while placing control mechanisms to assist with the day to day mental struggles each face.

Global mental wellbeing programs at Tetra Pak

In 2018, we rolled out the first phase of a wellbeing programme to 14 countries across Europe, South America and Asia. The programme uses a 'train the trainer' approach to provide our local HR managers with the skills to run and support similar wellbeing programmes in their own countries.

In 2018, we trained 24 'trainers', who then trained 482 local managers. The programme provides three levels of support for employees.​

1. Primary support – this raises awareness of different causes and symptoms and suggests steps employees can take to manage their own wellbeing.

2. Secondary support – this provides tools for managers, including a risk assessment and training on how to conduct conversations around wellbeing.

3. Tertiary support – this gives support if or when a 'burn out' situation occurs. Our return to work process ensures an employee is not placed in the same environment if this contributed to their burn out.

I​n 2019 and 2020, we’ll roll out this programme across the rest of our business. ​

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