Matchfit@40 December 2016

Matchfit
@40Stimulating your body and
brain to play the game of
work and life
December 2016
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.
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ExecutiveSummary
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 lives
40 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.

5 Matchfit @ 40
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:
Thechallengesoflivingand
workinginthemodernworld
LunchCommute
Work
Commute
Leisure Sleep
Dinner
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
Sleep
Breakfast
Work
Sleep
Sleep
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
1990vsnow

6Matchfit @ 40
Living longer in an unhealthy state
We 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 megatrends
The 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 overload
This 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.

7 Matchfit @ 40
Fightingnaturalbiologicaldecline
Whathappenstoourbodiesandbrainsafter40?
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 changes
Scientists 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.
ExposureTheory
ExposureTheory 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.

9 Matchfit @ 40
Thecompetitiveadvantage
ofbeingMatchfit
Consider 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)
PerformanceClinic 3 of 7
Your Results
Nicholas Bloggs
Associate
Personal Best+ Photo
Email: nbloggs@kpmg.com.au
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
PerformanceIndexScore Start: 27/07/2016
69%
Psychology 69%
Productivity 69%
Physiology 69%
Recovery 69%
PerformanceClinic 4 of 7
Psychology
The 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
Mental
Toughness
Flourishing
State
Life
Satisfaction
General
Wellbeing
69% 69% 69% 69% 69%
Age difference (Years)
Alcohol Consumption (Weekly)
20
Cigarette Consumption (Daily) 0
Steps (Recommended minimum 10,000)
VO2
Max (mL/Kg/min)
12,233
52
Physiology
The way you eat
and move Physical
Capacity
Physical
Activity
Nutritional
Habits
69% 69% 69% 69%
Age difference
Howdoyouknowifyou
areMatchfit?
There are two ways in which KPMG’s Performance Clinic can help
determine your degree of Matchfitness:
1. Performance Assessment
A 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 Index
The 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.
TheMatchfit@40model
Abalancingact
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
Productivity
The way you work,
interact and lead
Work pressure | managing distractions |
flexible working | planning
Recovery
The way you
balance stress
Sleep | strategic recovery |
fighting ageing | dealing with
stress
Psychology
The way you think
Self-awareness | mental
toughness | flexible thinking
| presence
Physiology
The way you
eat and move
Nutrition | 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–proactivestepsyoucantake
Productivity
The way you work, interact and lead
The 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.
Psychology
The way you think
Continuous 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
Physiology
The way you eat and move
In 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.
Recovery
The way you balance stress
This 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
HowdoIstartmakingchanges?
Knowledge alone rarely results in the
necessary changes in behaviour to
become Matchfit
There are 4 steps to becoming Matchfit:
Step 1: Matchfit Assessment
Contact 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 Program
Most 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/PersonalTrainer 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 Calibration
Being 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 Rituals
It 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/abs@.nsf/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.

kpmg.com.au
Contactus
kpmg.com.au
The contacts at KPMG in connection
with this paper are:
Andrew May
KPMG Performance Clinic
Partner
T: +61 2 9335 7558
M: +61 418 585 007
E: armay@kpmg.com.au
Dr Tom Buckley
KPMG Performance Clinic
KPMG Australia
T: +61 2 9335 8845
E: tbuckley1@kpmg.com.au
James Hunter
Partner, KPMG Australia
T: +61 2 9335 7907
M: +61 424 299 016
E: jhunter@kpmg.com.au
Eloise Littlejohns
KPMG Australia
T: +61 2 9346 5903
E: eloiseljohns@kpmg.com.au
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Matchfit@40 December 2016

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