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

Outline Business Strategy Leadership Strategy Senior Leadership Communication Conclusion

Overview of the TAC ■ Sole provider of personal injury insurance for transport accidents in state of Victoria ■ Victoria’s population 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

The TAC’s evolution Sakith Scheme Viability Client Experience 1987 2001 2009 Scheme Viability Client Experience Client Outcomes Sakith

Our 2015 strategy – why? Relocation of TAC headquarters to a regional setting High percentage new employees Shift in thinking from traditional, transaction-based insurance organisation to focus on whole of client / client outcomes.

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

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

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

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

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

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

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

Conclusion Strategy Focus Communication Engagement Results Marcus

Thank you Janet Dore Chief Executive Officer Transport Accident Commission