MAV Planning Improvement Conference Leadership & Culture Change Presenter: Janet Dore - CEO

1. MAV Planning Improvement Conference Leadership & Culture Change Presenter: Janet Dore - CEO

2. Outline • Business Strategy • Leadership Strategy • Senior Leadership • Communication • Conclusion

3. Overview of the TAC ■ Sole provider of personal injury insurance for transport accidents in state of Victoria ■Victoria’spopulation 5.57 million ■4.3 million vehicles registered ■Compulsory premiums paid with annual vehicle registration ■ No-fault scheme ■ TAC funds: □ treatment □ income □ rehabilitation □ lifetime care ■ TAC invests in: □ Road safety □Safer road infrastructure

4. The TAC’s evolution Scheme Viability Client Experience Client Outcomes Sakith

5. Our 2015 strategy – why?

6. Recovery • Algorithm to automatically segment claims by risk factors into teams overnight • Reduced Return to Work portfolios to 50 claims • Risk screening tool for RTW, mental health and pain risk factors • Strong focus on early intervention, expectation setting and client outcomes • Investment in training employees in motivational interactions • RTW Action Plan (RAP) with clear focus on barriers and interventions Casey

7. Independence • Independence Plan, developed in partnership with clients • Focus on client goals and clear plan on how they can be achieved • Regular face-to-face interaction • Single point of contact from accident through to discharge • Standardised client outcome measures Millie

8. Leadership Model - what great leadership at the TAC looks like Cultivate Partnerships Adapt &Learn People Impact Empower Others Personal Impact Client Outcomes Embrace Accountability Unity of Purpose Dignity & Respect Client Experience Integrity Scheme Viability Innovation Exercise Judgment Accountability and Responsibility BusinessImpact Organisation Impact Lead Transformation Deliver Outcomes Shape Strategy & Direction 8TAC 2015 May 2011

9. Leadership Development and Talent Management outcomes at the TAC . . . Ensure we have the right leaders with the right capabilities to design and deliver on our strategy and objectives • Achievement of corporate KPIs • Strong talent pipeline for critical roles • Proof • Points Create a united leadership group who hold themselves collectively accountable for the alignment and performance of the organisation • Role modeling Leadership behaviours • Speaking with one voice • Proof • Points Engage and retain great leaders, making the TAC a place that talented people want to work • Engagement & Retention Metrics • Employer brand • Proof • Points 2 3 1 4 Maximise the potential contribution of individuals and the TAC’s workforce in meeting our corporate objectives • Achievement of corporate KPIs • Performance, Engagement & Retention Metrics • Proof • Points

10. Service • Major streamlining of core Claims processes • Significant investment in building staff capability and empathy for clients • New service options for clients to support their Recovery or Independence goals

11. Culture change really does take 3-5 years • Used ADKAR model (PROSCI) – Awareness, Desire, Knowledge … • Front line team leadership critical • Strong focus on behaviour based measures of performance • Stories at every opportunity • Ensure whole system changed to support the new culture

12. BEYOND 2015 • A future where the majority of clients self navigate the system • Fundamental shift away from scrutinizing each individual claim • Focus on influencing whole ecosystem • Sophisticated analytics to manage risk • A model that aligns to the future of disability care in Australia where clients have choice and empowerment Marcus

13. Conclusion • Strategy • Focus • Communication • Engagement • Results Marcus

14. Thank you Janet Dore Chief Executive Officer Transport Accident Commission