1. An Introduction Listening to Opteon Problem & Solution CostingValueGetting Going Road Map for Today

2. Road to the Opteon Contract Using the Power of Networks 24 June, 2011

3. Fina Masters Swimming – Perth 2008 Quantia Strategy Work Argil Breakfast Melbourne An Introduction Road Map for Today

4. DATE 18 th November 2010 VENUE The Sebel Albert Park, Park Room, 1 st Floor, 65 Queens Road, Melbourne. TIME 07:00-09:00am GROWING YOUR KEY STRATEGIC CUSTOMERS AND CREATING AN INTERNAL CULTURE OF DELIVERY JOIN US FOR BREAKFAST TO ANSWER THESE IMPORTANT QUESTIONS FOR YOUR BUSINESS BUSINESS IMPACT What would be the impact on your business if you lost one of your key strategic customers? What would be the impact on your business if you had an effective culture where there was trust, satisfaction, commitment and high performance? DIFFERENT CONVERSATIONS What effective conversations and joint planning are you currently having with your Key Strategic Customers? What conversations should you be having with your Customers? What conversations and joint planning are your competitors having with your Key Strategic Customers? What kind of conversations are taking place internally with your People? PLANNING FOR THE FUTURE Where will you be with your Key Strategic Customers in 3 years time? Who will be your new Key Strategic Customers in 3 year’s time? Will your organisation’s culture support the delivery required for this planning?

5. Fina Masters Swimming – Perth 2008 Quantia Strategy Work Argil Breakfast Melbourne An Introduction “This is what I heard” meeting with Opteon Listening to Opteon Road Map for Today

6. “This is what we heard…” We asked questions and listened Planned for a two hour meeting which lasted for four hours Andrew (the CEO) also invited his Chairman to the meeting, head of BD as well as his EA EA gave us the organisational detail to fill in the gaps for the proposal

7. Fina Masters Swimming – Perth 2008 Quantia Strategy Work Argil Breakfast Melbourne An Introduction “This is what I heard” meeting with Opteon Listening to Opteon Skype call with John and Lawson The Problem Definition and our proposed solution Problem & Solution Road Map for Today

8. Our vision is to lead in the innovation and provision of property advice and property services We need to move from being a supplier to a partner for certain key strategic relationships We need to talk at the higher levels to understand what the banks really want We also need the right communication culture We need a climate where people are prepared to ask for support – not just stay in comfort zone & do what they know What we heard you say 8 We want to grow new business areas so that residential business is only 25% of our business We want a shared team commitment to the new business direction

9. OUR UNDERSTANDING OF YOUR Shareholders are seen as lacking alignment How should people support our values? The average valuator writes 23 residential valuations per week. If this drops to 22 valuations a week (current situation), it is $1 million less profit. Residential business is currently 70% of our business We don’t have good conversations with the big players – we deal at lower level in the banks Staff complain of mixed messages were plans are not internalised / not clear 9 People only seem to support change once it has started Clients perception of integration is ‘heard it all before’ - tell us when it’s really happening

10. OUR UNDERSTANDING OF YOUR The planned move to the new premises in Docklands will give us a ‘street presence’ and build brand recognition We have ‘state of the art’ business processes and infrastructure New staff at Geelong like the 8 to 8 roster We are #1 in Victoria and #4 Nationally We collect, analyse and explain data – there are 6/8 other possible income streams where we can apply this capability e.g. insurance, energy 10

11. We can change culture at Opteon Victoria – what if national Group wants to go in a different way In commercial, the banks have built personal relationships for this work We see low lying fruit in the commercial market where investors need more advice Can shift perception from ‘necessary evil’ to ‘risk manager’ 11 OUR UNDERSTANDING OF YOUR

12. Creating Team Commitment to a Shared Direction and building the capability of our people to flourish in the new organisation

13. 13 AUGUST + MAY TO JULY APRIL ON-THE JOB APPLICATION Leadership/ Board/ Shareholders Review of Vision/ Strategy for Commitment EDUCATION Leadership Team Briefing Culture Diagnosis Building Internal Capability (2 mixed teams/ diagonal slice) & Culture Feedback Building Internal Capability (2 mixed teams/ diagonal slice) & Culture Feedback Building Internal Capability (5 mixed teams) Building Internal Capability (5 mixed teams) DEVELOPING WORKTEAM EFFECTIVENESS Developing Executive Team Culture Developing Team Culture Divisional Team Developing Team Culture Divisional Team Developing Team Culture Operational Teams Developing Team Culture Operational Teams RESULTS Action Plans around Real Work Communication Plan for Business Direction Action Plans around Real Work

14. Fina Masters Swimming – Perth 2008 Quantia Strategy Work Argil Breakfast Melbourne An Introduction “This is what I heard” meeting with Opteon Listening to Opteon Skype call with John and Lawson The Problem Definition and our proposed solution Problem & Solution The costing dilemma Costing Road Map for Today

15. High level indication of costs: STRATEGIC & DIVISIONAL LEVELS Board, Executive Team and Shareholders 7 Divisional teams Est. 60 people at $2400 per person Cost $144,450 OPERATIONAL LEVEL All 120 people at $790 per person Cost $94,850 15

16. 16 Requires leadership & commitment from the top team and key stakeholders

17. Fina Masters Swimming – Perth 2008 Quantia Strategy Work Argil Breakfast Melbourne An Introduction “This is what I heard” meeting with Opteon Listening to Opteon Skype call with John and Lawson The Problem Definition and our proposed solution Problem & Solution The costing dilemma Costing How do we measure value? Nampak Flexible Case Study Value Road Map for Today

18. 18  Behavioural - R2 (WAY PEOPLE BEHAVE)  Operational - R3 (IMPACT ON BUSINESS)

19. INDIVIDUAL MEASURES 19 R2:BEHAVIOUR ON THE JOB INDIVIDUAL ASSESSMENT PRE80% POST14% R3:BUSINESS IMPACT MANUFACTURING/ SALES RELATIONSHIP Late delivery issue significantly reduced in 6 weeks

20. TEAM MEASURES 20 R3:BUSINESS IMPACT Dramatic & ongoing increase in market share in a decreasing market as individual team members took responsibility for whole. DIVISIONAL TEAM R2:

21. Corporate Culture Survey  Completed on-line, uses eight dimensions of corporate culture: – Authority – Goals & Objectives – Conflict Resolution – Coordination – Critique – Commitment – Productivity and – Standards of Excellence  to bring into the open an objective view of your organization’s culture. 21

22. Nampak Flexible Commitment 2008 vs. 2010

23. Fina Masters Swimming – Perth 2008 Quantia Strategy Work Argil Breakfast Melbourne An Introduction “This is what I heard” meeting with Opteon Listening to Opteon Skype call with John and Lawson The Problem Definition and our proposed solution Problem & Solution The costing dilemma Costing How do we measure value? Nampak Flexible Case Study Value “13 committed directors” “Defer the start for two months” due to budget We can’t wait to start and deliver value Getting Going Road Map for Today

24. It takes time to sell Networks are important Probe for decision barriers Multiple meetings gain clarity Team meetings add commitment