Mental Health Support in NZ Workplaces: Awareness Grows, Action Needed

Mental Health in the Workplace

23 July 2025 (Last updated 3 Sept 2025)

Share on:

Mental health is gaining visibility in New Zealand workplaces, but new research from Peninsula Group reveals a gap between rising employee needs and the support currently offered.

In a global survey of over 79,000 small to medium-sized businesses, 30% of New Zealand employers reported an increase in mental health-related sick leave, while 52% observed more staff facing mental health challenges. Despite this, 73% of employers said they do not offer dedicated mental health days—and have no plans to introduce them within the next year.

Kayleigh Frost, Associate Director of Operations at Wisdom Wellbeing ANZ, Peninsula New Zealand’s EAP services provider, says the data reflects a shift in employee openness, but also highlights the need for stronger support systems. “We’re seeing more honesty around mental health, which is encouraging,” she said. “But there’s still a long way to go. Even small steps, like basic manager training, can make a big difference.”

Currently, only 25% of New Zealand employers offer an Employee Assistance Program, and just 28% have introduced new wellbeing measures in the past year. A concerning 77% of employers are not confident their staff would feel safe disclosing mental health issues—suggesting stigma remains a barrier.

Compared to countries like Canada, where mental health initiatives are more widely adopted, New Zealand businesses have room to grow. Frost emphasizes that effective support doesn’t need to be complex or expensive. “Support needs to be accessible and meaningful, not a tick-the-box exercise,” she said.

With poor mental health costing New Zealand employers an estimated $1.3 billion annually, the case for action is clear. As awareness continues to rise, the challenge now is turning that awareness into tangible, consistent support for employees.

Click here to read the full press release. Click here to read the full whitepaper and see how mental health support in New Zealand workplace compares to other countries.

Have a question?

Have a question that hasn't been answered? Fill in the form below and one of our experts will contact you back.

Related Blog Articles

View all blogs

Mental Health in the Workplace

What is an Employee Assistance Program (EAP)?

An Employee Assistance Program – more broadly known as EAP – is offered by employers to help employees, and often their immediate family members, maintain or improve their mental health and wellbeing. An EAP program is designed to help individuals address a range of personal and work-related issues. It offers a safe, non-judgemental, and confidential counselling service focused on providing mental health and wellbeing support from qualified counsellors. One of your employees may be struggling with a relationship breakdown, financial stress, family violence, depression and anxiety, loss of a loved one, gambling, alcohol or substance addiction. You may be unaware an employee is silently dealing with one of these life challenges until it impacts their work performance or attendance. What are the business benefits of EAP services? As a small to medium sized business owner or manager you have first-hand experience of the challenge of attracting and retaining high performing employees. The benefit of an employee assistance program is its accessibility. The service provides employees with coping strategies and resources. This support allows them to better manage personal and work-related stress they find overwhelming. Helping to maintain productivity, ultimately benefiting your business. By supporting employee wellbeing and job satisfaction through an EAP, you can improve staff retention and reduce the need for frequent hiring and training. Healthy and happy employees are more engaged in both your business and their role, reducing absenteeism and increasing overall workplace morale. Employees can access help knowing their concerns will be handled discreetly and professionally. They are able to be open and honest about their challenges without the fear of judgment or repercussions in the workplace. An EAP typically includes telephone counselling, face-to-face sessions, and online resources. Some employees may be referred to specialised or long-term support if needed. The cost of mental health to business It's often thought mental health challenges affect employees in large corporations in high-pressure, high-stress roles working long hours, or are in specific industries such as healthcare or the legal profession. In reality, SMBs are often more vulnerable to the financial and operational impact of mental health issues. Absenteeism, reduced productivity, and increased workplace health and safety compensation claims as well as high staff turnover is costly for small businesses. As a small to medium sized business owner in New Zealand, the impact of poor mental health is substantial as you have fewer staff to cover for absent colleagues. This reduces productivity, increases workloads, and creates a higher level of stress and fatigue for remaining employees. As a consequence, this could lead to further instances of mental health challenges, stress leave and high employee turnover. Psychosocial hazards and EAP For some time, the focus of health and safety at work has been reducing hazards that could potentially cause a physical injury. In more recent years this has expanded to include psychosocial hazards, which can impact an employee’s mental health and wellbeing. Psychosocial hazards can include: Job demands: An excessive workload, unrealistic expectations leading to project failure, or tight deadlines requiring long work hours leading to fatigue. Employee support: A lack of management or supervisor support, poor co-worker relationships, or limited access to essential resources. Conflict: Workplace violence, verbal or physical intimidation, bullying, or sexual harassment. Role clarity: Unclear job expectations, responsibilities, or performance standards. Lack of recognition: Minimal or no recognition for achievements or contributions. Work isolation: A lack of social interaction or support of remote or isolated employees. An EAP and management of psychosocial hazards are connected. An EAP can play a key role in reducing the effects of psychosocial hazards by providing early intervention services for employees facing workplace stress, bullying, harassment, sexual harassment or interpersonal challenges. Effectively managing psychosocial hazards requires a proactive approach, including identifying and minimising hazards in the workplace. Absenteeism and presenteeism Mental health issues are a leading cause of unscheduled absenteeism. However, presenteeism, where employees attend work but are unproductive, can be an even greater problem. An employee struggling with their mental health may be physically present but functionally absent. Their ability to concentrate and perform tasks effectively is reduced, which could result in safety risks to other employees. This lack of focus can create a work backlog, result in missed deadlines, and a decline in output. The connection between poor mental health, productivity, and absenteeism can be difficult to identify at first and even harder to manage. The stress and anxiety associated with mental health issues can then manifest in physical symptoms, leading to increased sick days and further absenteeism. An EAP program can help employees address challenges before they escalate and impact their personal and professional lives. Providing Employee Assistance Program services should not be considered a perk, but rather an essential part of your business. You’re investing in the ongoing health and wellbeing of your employees. It not only improves morale, productivity, and reduces absenteeism, an EAP can attract and retain top talent by building your reputation as an employer of choice that places the welfare of your employees first. To find out more on how offering EAP services to your team can help them better manage difficult situations, contact the team at Peninsula to learn about our 24/7 counselling helpline and other EAP services.

Mental Health in the Workplace

How to Avoid Employer Burnout During the Holidays

November and Christmas can be an opportunity for small businesses to catch up after a slow and difficult year. While it is important to maximise the Christmas window, it should not lead to employer burnout. Small business owners and mental health It was already hard enough to run a business in New Zealand before one of the greatest workplace disruptions ever. Add a tight labour market, increasing inflation, and rising expenses, and you have business owners pushed right to the edge. Managing employee-related processes, compliance, and recruitment creates headaches for small business owners. 36% of small business owners in Aotearoa New Zealand believe managing employee processes and compliance is taxing their mental health. Aotearoa small businesses are labour-intensive. They rely on labour productivity and staff rather than capital or technology. This reliance is causing an additional strain on small business owners in New Zealand as staff shortages abound and lead to employer burnout. The main stressors for business owners are: Survival of the business Profitability Feeling obligated to work when sick Long working hours Sense of having to do everything on their own Staffing challenges Small business owners are time-poor, unable to take leave or spend quality time with their families. Research has found that even when employers or business owners take leave, they find it tough to detach from the business. There is a gender divide in the stress faced by employers with more than 50% .of women in leadership constantly feeling burnt out. Working parents are disproportionately impacted with 47% of mothers and 38% of fathers feeling the impact significantly compared to others. How can small business owners handle the stress of the holiday season and avoid employer burnout? Build a sustainable work culture If you’re a business owner, you may work exceptionally long hours during the holiday season leading to stress and anxiety. Build a sustainable and supportive work culture that is realistic and practical. Set ‘no emails’ hours- It can be tempting to check your inbox regularly and answer all emails immediately. Set hours where you don’t check emails, so your brain can recharge and focus on the moment. You can also fix a time every day when you check and reply to all emails before calling it a day. Define working hours- Being a business owner means being available 24/7 for your employees and customers. This also means you push yourselves to mental and physical exhaustion. Define your working hours and days and communicate them to your employees and customers. Ensure they know you will not be available outside of these times. Delegate- Small business owners have trouble delegating because they are used to doing everything. Delegating minor tasks can help you free up time and headspace that lets you focus on other tasks. Does this need to be handled by you? Can your employee or manager tackle this? Learn how to delegate effectively. Take regular breaks- Don’t eat lunch at your desk or in meetings. Take regular breaks, take a walk, go for a coffee, or chat with your employees. Focus on well-being Try stress management techniques– Try breathing exercises, meditation, or yoga to help manage stress. Exercise– Finding time to exercise can be tricky, but having a regular exercise routine can dispel energy and clear your mind. Drink water– Hydrate regularly Have a hobby– Having something outside the scope of work can engage your mind, improve creativity, and relax you. Meaningfully connect– Use this time to be present with your family and loved ones. Instead of overcommitting to work, try and connect with your family and embrace the holiday spirit. Safeguard your business Small business owners are trying to remember all their duties and keep track of the changing regulatory environment. Preparing your business gives you breathing space to take a step back and take it slow over the holidays. Know your duties-48% of employers say managing employees in an ever-changing regulatory environment is stressful and confusing. Know your duties and obligations by reaching out to Peninsula. We have helped 30,000 business owners across Australia and New Zealand in employment relations. Have all documents and policies in place- Having accurate documents and policies is half the battle won. The right policies protect your business and communicate expected standards of conduct to your employees. Grow with Peninsula Peninsula has worked with 30,000 employers across Australia and New Zealand. We understand the challenges of running a business and managing employees. Talk to our team today to get access to customised HR and health and safety services.

Mental Health in the Workplace

Who’s Caring for the Carers? Healthcare’s Frontline Mental Health Problem

Frontline healthcare work is physically and emotionally challenging even under normal circumstances, with long shifts, understaffing, a lack of resources, and routine life-or-death scenarios.The pandemic underlined just how tough life on healthcare’s frontlines can be. Doctors and nurses worked around the clock in the most troubling conditions, selflessly putting themselves in harm’s way for the good of everybody else. All this leads to an important question. How well cared for are New Zealand's frontline healthcare workers? Industry research suggests they may not be getting all the mental health support they need. Let’s delve into frontline healthcare’s mental health problem, the underlying causes, and explore what can be done to take better care of the people who take care of us. Frontline healthcare mental health in numbers Most people are well aware that frontline healthcare workers are under intense pressure. However, the industry’s mental health stats still might take you by surprise. WorkSafe NZ reports that compared to all New Zealand workers, healthcare workers are more likely to experience exposure to three types of offensive behaviours, particularly threats of violence. Furthermore, healthcare workers are also prone to low well-being scores, which indicate a higher risk of clinical levels of depression. What are the mental health hazards in frontline healthcare? Frontline healthcare workers are at an increased risk of developing mental health problems due to multiple factors. These include: Long hours: Frontline workers often have their hours consolidated into three or four long shifts each week. This can include night and weekend shifts, disrupting their regular sleep patterns and making it difficult to maintain a work-life balance. Workers who work night shifts also report low psychosocial safety scores than those who don't work night shifts. Fast-paced: As well as working long shifts, frontline healthcare work is fast-paced and often physically draining. High stress levels: Frontline healthcare workers must make difficult (sometimes life or death) decisions under intense pressure. They may also have to deal with demanding patients and family members. Exposure to trauma: Frontline healthcare workers may be exposed to psychosocial hazards and trauma on a regular basis. This could include seeing patients die, witnessing violence, or treating victims of accidents or natural disasters. Lack of support: Frontline healthcare workers may feel like they don’t have enough support from their employers or colleagues. This can make it difficult to cope with the demands of their job. The impact of mental health problems in frontline healthcare Frontline healthcare worker mental health has been gaining attention as a major public health concern in recent years. As well as posing a risk to the well-being of workers themselves, mental health hazards threaten the quality of care. If left unmitigated, these hazards can lead to: Reduced productivity: Mental health problems can make it difficult for frontline healthcare workers to focus on their job and perform their duties effectively. Increased risk of errors: Mental health problems can also increase the risk of errors in the workplace. This can have serious consequences for patient safety. Increased absenteeism: Frontline healthcare workers with mental health problems are more likely to take sick or stress leave . This can put further strain on the healthcare system. Higher staff turnover: Workers who are unable to cope with the mental and emotional demands of their job are more likely to find alternative employment. With current turnover levels, the World Health Organization predicts a global shortfall of 10 million workers by 2030. What can be done to support frontline healthcare workers? There are a number of things that can be done to support frontline healthcare workers with mental health problems: Employers: Employers should provide frontline healthcare workers with access to mental health support services. They should also create a work environment that is supportive and understanding. Arguably the biggest change needed in the industry is the destigmatising of mental health issues among healthcare workers. Colleagues: Colleagues should be supportive of each other and look out for signs of mental health problems in their coworkers. They should regularly check in with each other and encourage teammates to seek professional help if needed. Individuals: Frontline healthcare workers should take care of their own mental health by getting enough sleep, eating a healthy diet, and exercising regularly. They should stay connected and talk with friends, loved ones or other people they trust for support. Finally, they should also seek professional help if it’s all too much to cope with. It’s also important for frontline healthcare workers to remind themselves: It’s normal to feel stressed in their situation Finding the pressure too much to handle is not something to be ashamed of It’s okay to talk to a leader if work hours become unmanageable They are not responsible for single-handedly solving everyone’s problems Their well-being is just as much of a priority as the well-being of their patients Mental health resources for frontline healthcare workers There are a range of mental health resources available to frontline healthcare workers in New Zealand: The Mental Health Foundation: The Mental Health Foundation is a national organisation that provides a range of resources and support for people dealing with mental health problems. They also have a specific section on their website dedicated to mental health and well-being for healthcare workers. All Sorts: All Sorts is funded by the Mental Health Foundation and focuses on providing practical tips to improve mental wellbeing. The All Sorts website includes resources designed specifically for healthcare workers. Lifeline:Lifeline is a national crisis support service that provides confidential support to people in distress. They can be contacted on 0800 54 33 54. Get complete employment relations support with Peninsula If you’re unsure about your mental health obligations as a business owner, Peninsula can help. With our expert advice and practical support, you can create a safe, healthy and supportive work environment for all your employees to thrive in. If you have a question about your responsibilities as an employer or business owner, contact Peninsula for free initial advice today.

Mental Health in the Workplace

How to Manage Mental Health in Your Workplace

Nearly one in four New Zealanders have experienced poor mental wellbeing. World Health Organization (WHO) determines the scale of mental wellbeing based on multiple factors. According to the WHO scale, people aged 35-44 had a low mean mental wellbeing score last year. Mental wellbeing encompasses good mental health and overall sense of satisfaction. While several factors may contribute to poor mental health, work environment plays a significant role in determining wellbeing and how you cope with difficult situations. Considering that 60% of employees’ waking hours and lives are spent at work, it is important to manage mental wellbeing within your workplace. The way employees think, feel, and behave can impact everything from productivity and communication to their ability to assess and maintain safety in the workplace. An unhealthy work environment or a workplace incident can cause considerable stress and exacerbate, or contribute to, the development of mental illness. If employees are feeling isolated or hopeless it can contribute to depression and other mental illnesses. Poor mental health costs to employers Mental health problems affect employees, employers, and the lives of their loved ones and communities as well. Poor mental health costs the New Zealand economy approximately 4-5 per cent of the GDP annually. Depression, anxiety, and other mental health issues can also cost employers a lot of money. The Center for Prevention and Health Services estimates that mental illness and substance abuse issues cost employers between $79 and $105 billion annually in indirect costs. Absenteeism, decreased productivity, and increased healthcare expenses are just a few of the ways mental health problems cost employers money. Mental illness causes more days of work lost and work impairment than many other chronic conditions such as diabetes, asthma, and arthritis. Research indicates that job stress and other work-related psychosocial hazards are emerging as the leading contributors to the burden of occupational disease and injury. The Health and Safety in Employment Act 2015requires employers to adopt a systematic approach to identifying hazards, assessing which are the significant hazards, and controlling these hazards through eliminating, isolating, and/or m inimising the hazards. The Act makes specific reference to stress as a cause of harm. Living with mental illness People who have a mental health condition face lower rates of employment and twice the rates of unemployment compared to people without a mental health condition. Further more, since benefits in New Zealand are means-tested, the share of people with mental health condition receiving social benefits is lower compared to other OECD countries. The large employment and income gap also increases the risk of poverty for New Zealanders with a mental health condition. Within this disadvantaged group, there are people and communities that face more challenges. Communities such as the LGBTIQ+ and Māori are at higher risk of discrimination and being disproportionately affected by mental health challenges and lack of resources. Poorer outcomes for some groups, especially Māori people indicate the need for mental health and work policies to be culturally and community led. Importantly, workplaces need to create healthy environments and resources for employees and destigmatize the conversation around mental health and wellbeing. Mental Health Awareness Week Mental Health Awareness Week was from 26 September- 2 October in New Zealand. This week provides a overall starting point for employers to integrate mental health and wellbeing as a part of the culture. Since 1993, the Mental Health Foundation has utilised this week to ensure New Zealanders are open to having conversations around positive mental health with their friends, colleagues, and family. What can employers do? An employee may develop mental illness or suffer from poor mental health prior to employment or during employment. It is generally presumed that a worker’s mental illness or disorder can develop outside the workplace. Toxic workplaces or challenging work environments can lead to stress, anxiety, or depression. Business owners can not ignore the importance of mental health and wellbeing at the workplace. Managing mental health at the workplace requires principles of good management, including: talking to them openly and honestly and having a good overview of what support, advice and assistance you or your company can provide. Create a healthy environment Many healthcare professionals will advocate that the physical environment plays a large role in shaping mental health. It is important for employers to evaluate the lifestyle they promote among employees. Expecting employees to work 80 hours a week or insisting people respond to work emails from home are just few examples that can cause workplace stress. Some ways to foster a healthy workplace include encouraging exercise, allowing for breaks where employees can socialise, and stress reduction workshops. You can also hire a professional to teach mindfulness or offer free access to yoga classes and mindfulness resources. Leave options for workplace stress An employee with workplace stress that amounts to an illness may take sick leave. In this case, the ordinary conditions for sick leave apply. In addition to sick leave, it might be possible for the employee to negotiate further leave for stress. As this is not a legal entitlement, it is up to the employer whether or not further leave is provided. This can help to make sure the employee is both healthy and productive. The length of the leave and whether the leave is paid or unpaid will have to be negotiated. Stress leave is not a separate category of leave. Implement a mental health policy and procedure All employers and managers have an obligation to take appropriate steps to eliminate and minimize the health and safety risks in the workplace. Research has demonstrated that developing combined systems incorporating individual and organisational strategies is an effective and relevant way to help fight work related stress and to support employee wellbeing. A dedicated, documented ‘mental health return to work policy and procedures manual’ can come handy in this situation. Key aspects of this document could include: an organisational commitment to early return to work, adjusting the role to assist the worker in returning at least part time rather than prolonging sick leave to play it safe an outline of how supervisors should seek advice when an employee discloses a mental health issue, including what actions they should take, when they should take them and what will be supported by an organisation procedures and tools for keeping contact with staff on sick leave, including when and how employees should notify absence and what is expected from the employee while on sick leave. The employee feels valued and maintains connection while the employer is aware of the reasons for absence clarify the expectations, roles and responsibilities of all parties involved in the return-to-work process, including employee, doctors, insurer, employer and so on clarify which reasonable adjustments can be made to retain an employee, including time off to attend appointments define responsibilities for putting a return-to-work plan into action and eviewing its progress, including arrangements for return-to-work interviews rehabilitation plan to allow for a staged return to work Support employees in addressing mental illness Supporting mental wellbeing and treatment can ensure that employees are able to perform at their best. Designed to promote productivity, employee assistance programs (EAP) are focused on delivering barrier-free access for mental health services or resources. By eliminating eligibility requirements and the counselling sessions offered at no cost to the employee, members can access services without cost concerns. If you provide your employees with the support and tools they need to tackle mental illness, it will help them cope with challenges and improve their quality of life. EAPs provide assessment and services for addressing a range of concerns that interfere with employees’ well-being and work performance. EAP professionals may also provide training, resources and consultation to managers and supervisors on organisational concerns. Benefits to the workplace The New Zealand Institute of Economic Research has found investing in employee wellbeing can make a business more profitable. For every dollar a small business owner invests in wellbeing initiatives for their staff, they can expect to see a return of up to 12x within a year. Building a mentally healthy workplace has essential benefits such as: Reduces stress Improves morale Reduces costs associated with employee absence Improves productivity Achieves staff loyalty Improves retention Avoids time and risk associated with employee claims Offers substantial opportunities to affected communities. It’s okay not being okay Nearly half of all small business owners work six or seven days to keep their business running. Around 88% of employers miss out on family time and personal lives or commitments. They are unable to deal with emotions and feelings associated with the responsibility of running a business. They find it difficult to talk to anybody since they are responsible for the wellbeing of the employees. If you want to promote positive mental health at the workplace, it starts with you. Business owners need to firstly take care of their wellness. They also need to learn how to cope with the stress of running a business. How can Peninsula help you? Peninsula has worked with 6,000 business owners in New Zealand. We understand the obstacles facing business owners and employers and support them with employment relations and work health and safety. Call our 24/7 Advice line today to talk to our representatives. Disclaimer This document contains general information and should not replace medical advice. Please contact a medical professional for any advice relating to mental health.

Mental Health in the Workplace

Fatigue Management - A Guide for Employers

More than the occasional yawn or low energy, fatigue can become a serious health issue, impacting safety, productivity and workplace efficiency. If not addressed early it can even lead to other health conditions in employees, some of them chronic. Fatigue doesn’t just impact the physical and mental health of your employees, it also impacts the health and safety of everyone else in the business. Also, depending on the particular job and responsibilities of the employee, fatigue can put the public at risk. Fatigue causes a lack of focus, slower reaction times to both situations and signals. It also affects an employee’s ability to make sound decisions. This can increase the risk of injuries, incidents, and accidents happening at work. We all play a part in ensuring a safe workplace, and while we commonly think of manual handling and hazards as the most common safety risks we need to address, fatigue is also an important factor employers must consider. Workplaces Causes of Fatigue Fatigue can be work-related, it can be related to one’s personal life or it could be a combination of the two. It can also be an accumulation over time or a short-term problem. Causes of fatigue in the workplace can include: Prolonged intense physical (or mental) activity The internal body clock being disrupted Excessive travel Working in exceptionally cold or hot environments Organisational changes Scheduling Long shifts A lack of recovery time between shifts Strenuous labour A long commute While employers can’t manage the aspects of an employee’s personal life that could be contributing to their fatigue, there are things you can do in the workplace to manage the risk and impacts of fatigue. Fatigue Management Strategies Worker Consultations* Speak to supervisors, managers, and your health and safety reps to discuss the impact of your work schedules and workload expectations. Be sure to consider work outside of normal hours, as well as work-related travel. Analysing Work Practices Look at work practices, consider worker records such as time sheets, and systems of work. Monitor and review human resource and workplace incident data to find patterns. Organisational Pressures Are there resourcing, structural or process-driven reasons that employees could be experiencing fatigue? These might include: Demands of the job Work schedules Rosters and shift work Environmental considerations There is no easy answer when it comes to addressing fatigue, often it is a multi-faceted approach that involves various aspects of an employee’s personal and professional life. But there are some simple tools and tactics you can introduce to your workplace that will help proactively manage fatigue: Being aware of the upcoming changes to rest and meal breaks for all employees Strictly adhering to the prescribed rest, meal and shift breaks outlined in your industry (if applicable) Developing and implementing a fatigue management policy Capping weekly working hours Ensure overtime hours are not excessive and cause risk to an employee’s health and safety Providing employees with at least two consecutive days off Where possible, arranging the start and finish times of shifts for convenience with public transport, as well as domestic and social activities. Taking an employee’s travelling time into account. Leading from the front by committing to work/life balance and adopting healthy, sustainable working hours Your employees should be provided with training and information regarding the factors that contribute to fatigue, as well as the associated risks. This will help them accept the controls that you implement, and improve how they perform in their role. If creating a fatigue management policy, then you should ensure training is provided to all workers and the policy is readily available to all employees. Once you put controls in place, it’s up to you to monitor them to ensure they are effective and remain so. You may want to consider implementing a trial for any changes in rosters and schedules and allow your employees to offer feedback throughout. If you are changing any terms and conditions of employment, make sure you follow a fair process and document any changes accordingly. If you need helping developing policies, procedures and workplace controls to manage fatigue, we can help you. Contact Peninsula a confidential discussion on employee fatigue, and the various ways we can support your business.

Do you have any questions regarding Mental Health in the Workplace?

International Sites

Peninsula Protect is a discretionary risk product issued by Peninsula Mutual Limited ACN 630 256 478 AFS Licence No. 544232. Peninsula Mutual Limited has appointed Peninsula Group NZ Limited NZBN 9429042175179 to distribute the discretionary risk product in New Zealand. To decide if this product is right for you, please read the Peninsula Protect Product Disclosure Statement (PDS) and Target Market Determination.