Febfast and the role of leadership in modern workplace wellbeing
For HR professionals, CEOs, senior executives and leaders, workplace wellbeing is no longer peripheral to business performance. It is a visible signal of leadership intent, organisational values and risk maturity. Decisions about which wellbeing initiatives to support are increasingly scrutinised not only by employees, but by regulators, boards and the broader community.
Supporting Febfast is one such decision that reflects informed, contemporary leadership.
What is Febfast?
Febfast is a nationally recognised alcohol awareness initiative and “In the last 25 years, 60,000 people have participated in Febfast with 85,851 young people being supported through the raised funds.”
Its longevity and widespread participation point to a broader cultural shift: alcohol awareness is no longer a fringe or personal issue but a recognised component of mental health, safety and wellbeing conversations across Australia.
Importantly, Febfast is voluntary, time-limited and non-judgemental. It does not require permanent behaviour change or public disclosure. Instead, it creates space for individuals to reflect on habits, notice changes in sleep, energy and mood and reassess the role alcohol plays in their overall wellbeing.
Evaluations have shown that “The most popular reasons to participate were related to personal benefits and health:
1) to give their body a break from alcohol;
2) the personal challenge of the event; and
3) to improve their health.”
For organisations with an established wellbeing charter, supporting Febfast is not about encouraging abstinence or monitoring personal behaviour. It is about supporting healthier choices and reinforcing a culture of wellbeing and care.
Alcohol awareness as a leadership issue
Alcohol consumption sits at a complex intersection of social norms, stress management and mental health. In the workplace, can still be significant even if the consumption happens outside of work time. Research consistently shows links between regular alcohol use and increased psychological distress, disrupted sleep, impaired concentration and reduced emotional regulation. Of course, it also impacts health and safety onsite and can carry financial and non-financial costs.
From a leadership perspective, these factors translate into real workplace outcomes. Cognitive fatigue, reduced decision-making capacity, presenteeism and increased safety risk are all relevant considerations, particularly in high-pressure or safety-sensitive environments.
Supporting an initiative like Febfast recognises that prevention, education and self-reflection are essential components of an effective broader wellbeing strategy.
Why FebFast works in a workplace
From an organisational standpoint, Febfast offers several advantages that make it particularly suitable as part of a broader wellbeing framework. Here are three reasons why encouraging Febfast participation in your workplace is beneficial.
Reason 1: low expectations
Firstly, it is low risk. Participation is optional and there’s no expectation that employees disclose personal information or outcomes. This respects privacy while still promoting awareness.
Reason 2: inclusivity
Secondly, it is inclusive. Employees can participate in different ways, whether that means abstaining completely, reducing intake or simply engaging with the broader conversation around alcohol and mental health (it makes for a great starting place for these conversations). This flexibility avoids alienating staff and reduces the risk of stigma.
Reason 3: Improvements all round
Thirdly, it aligns with evidence-based wellbeing principles. Participants frequently report short-term improvements in sleep quality, concentration and energy levels during periods of reduced alcohol consumption. One evaluation states “Nearly two thirds of respondents agreed they now had more alcohol free days every week since completing Febfast.”
These are outcomes that directly support performance, safety and engagement at work.
For leaders, supporting FebFast demonstrates trust. It signals confidence in employees’ ability to make informed decisions about their own health, rather than relying solely on policy enforcement.
The message leaders send
Leadership endorsement of wellbeing initiatives carries weight and demonstrates that senior staff are more than just talk. Employees notice not only what organisations say but what they actively support.
When leaders visibly support Febfast, they reinforce several important messages, such as:
- wellbeing extends beyond physical safety and compliance
- mental health and coping strategies are legitimate workplace conversations
- the organisation values prevention and early intervention
- personal wellbeing is not at odds with performance or professionalism.
This kind of signalling contributes to psychological safety. It helps normalise discussions around stress, fatigue and support-seeking, particularly in environments where alcohol has historically been embedded in social or work-adjacent settings.
Importantly, support does not require leaders to mandate participation or model behaviour publicly. Even clear, respectful communication that acknowledges a marker like Febfast and affirms employee choice can be enough to demonstrate alignment between stated values and action.
Practical ways to support Febfast
Simple actions can have meaningful impact. Such as:
- Communicating organisational support clearly and neutrally
- Reinforcing that participation is voluntary and respected
- Encouraging inclusive, non-alcohol-centred social activities during February
- Linking messaging to existing wellbeing resources and supports
- Avoiding language that frames participation as a test of commitment or values.
Visible leadership support, even if informal, can significantly influence engagement and perception.
Head to the Febfast website to discover ways in which your workplace can get involved.