16 sustAInABIlIty AnD CoRPoRAtE soCIAl REsPonsIBIlIty Environmental benefits of real-time working PEoPlE AnD CultuRE A diverse, innovative and engaged workforce is important in enhancing the  quality and creativity which underpins our brands and businesses.  • 730 employees in Australia use Fairfax-subsidised gym facilities. • 2106 employees in Australia and New Zealand took up the offer of a free flu vaccination. • 827 employees participated in the Fairfax-managed fun runs and swim events offered  free of charge to staff. • Established in 1959, the Fairfax Foundation operates separately from the business for the  purpose of helping current and former Fairfax employees and their dependents. During  the past financial year, the Foundation has provided financial grants, loans and other  benefits to the value of $359,251. • Fairfax continued to offer independent external assistance and counselling services to  all Fairfax employees and their immediate families, as well as an independent external  “whistleblower” hotline for staff to report concerns about ethics and harassment. Despite headcount reductions, we’ve implemented smarter processes, and overall  efficiency and output has increased in many business areas. A new digital-facing  way of working and greater sharing of content within our Australian metropolitan  newsrooms has seen a reduction in staff numbers of about 22 per cent within the editorial  departments. Smaller teams of producers are now working across print, online and the  tablet app, replacing traditionally fractured sub-editing roles and removing production  silos. Reporters are filing digital-first stories throughout the day, increasing original content  by 25 per cent on these platforms. Common publishing systems across all metropolitan  publishing platforms allow news lists and all content across digital and print to be shared  seamlessly, resulting in increased efficiency. Some more key figures about our people: Fairfax is in the middle of a significant transformation and understands its business has  a predominantly digital future. The transformation involves a three-year restructuring program  that will see the workforce reduced to about 8,000 and the adoption of new business  practices and behaviours. We are on track to deliver total annualised cost savings of $311 million  by 2015. In addition, there are several new revenue streams that are actively being pursued.  The move to real-time working has produced environmental returns in the form of  recycling stationery, work stations and computer technology. As the Sydney and  Melbourne offices have adopted real-time working, several charities have benefited from  donations of surplus equipment as well as some cash raised by staff. For example, the NSW  Department of Education and Grace Removals assisted with the distribution of 300 under- desk pedestal units that were donated to schools in the community that were in need. Following the implementation of real-time working at our main Sydney and Melbourne  offices, we have significantly reduced our real-estate footprint by optimising the use of space  to better align with desk usage and adopting more contemporary working practices.