【正文】 ns Centralisation Savings * currently awaiting call volume info from Sushila Lodhia ** currently awaiting input from Robert Hamblen (ISD Infrastructure) ***figure only represents rental savings from headcount reduction and shared areas 20 169。 migrate customers over time ? Customer profit threshold for “nonrelationship” exits ? Identify clients success factors which indicate potential ? Customer needs / behavioural analysis Preliminary Design ? Processing and Call Centre require separate management ? Initially preserve the sense of a state based operation which will migrate to customer value over time ? Teams in call centre assigned to preliminary tiers High Value for Advisers Geographic assignment to teams (initially) High Value/ Low Value for Direct Product Knowledge The call centre structure has been developed with a view to preserve the sense of a state based operation which will be migrated to customer value segmentation over time. Existing processing structure will be extrapolated to a centralised model at the current staff: supervisor ratio of :1 however with role migration to a team based relationship model we believe additional reduction in supervisors will be achievable. 16 169。 2020 Arthur Andersen. All rights reserved. Shopfronts Maintain Customer experience Functionality ?Mail drop/ scanner in each location ?All documents (CAM amp。 2020 Arthur Andersen. All rights reserved. Internal Best Practice What are the elements? ?Higher volumes of transactions per employee across CS ?Lower staff turnover rates ?Ability to resolve queries at first point of contact ? fewer handoffs ?Improved quality ? less rework How will we do this? ?Highly interactive management style ?Results oriented focus ?Hands on coaching ?Position specific training ?Crossskilling ?Emphasis on team approach Our initial analysis is based on the assumption that Internal Best Practice can be extrapolated into a larger location While we do not expect to translate 100% IBP efficiencies into a larger location, we foresee that significant improvements are achievable. We will undertake further analysis to test our assumptions. 10 169。 2020 Arthur Andersen. All rights reserved. Rationale Used for Calculating Implementation and Technology Costs Recruitment ? Number of new hires was based on 80% of staff required for the new site. ? Assumed use of external agency to conduct recruitment. Costs for this being $4,000 per new hire ? Advertising costs estimated at $1,500 per new hire. ? Testing costs $750 per Contact Centre employee and $150 per processing employee. ? All costs were provided as averages by FSG HR. Rationale HR Restructuring Costs Redundancy ? Total redundancy numbers is based on estimated headcount reduction identified from savings, plus predicted excess voluntary redundancy from remaining staff of 10%, less number of staff estimated to relocate. ? Redundancy costs were calculated by classifying employees on length of time with Macquarie and applying a percentage to the total salaries for that classification. Due to salary figure not yet available, an industry average was used。O) Ops CS Other Units (MAS, MFS, BD) Bonuses 6 months to September Annualised CS $35m Source: FSG Management Reports, 10 Oct 2020 70% Recoverable % $ $* $ CS $ TBD TBD * Awaiting data ? 19% (12%) 4 169。 2020 Arthur Andersen. All rights reserved. 1. Workplan Approach Update Following the workshop on Strawman operating models, redesign remendations have been further evaluated with key design principles included. 1 6 Oc t 2 3 Oc t 6 N ov 2 0 N ovInputD e li v e r a bl e s? Iss u e Fram e w o rk ? P rel i m i n a ryOpp o rtu n i ty S c a l e? R e d e s i g nR e c o m m e n d a ti o n s(Co s t: In c o m e )? Trad e of f/ F i n a n c i a lM o d e l? R e d e s ig n R e c ’sS C M e e ting ? P rel i m i n a ryObserv a ti o n s? B u s i n e s s Fo c u s? OM D e v e l o p m e n tA p p ro a c h? S tra w m a nOpe rat i n g M o d e l s? B e n c h m a rk s a n dR a ti o n a l e? Ope rat i n g M o d e lOpt i o n s? P rel i m i n a ry Ga pA s s e s s m e n t? Ope rat i n g M o d e lOpt i o n s a n d V a l u e? R e c o m m e n d e dA c ti o n sOneon one ? OM C o n c e p t? FS G Or g I m p a c tA s s e s s m e n t? B a rr i e rs t o C h a n g e? D e s i g n I s s u e s? P ref e rr e d Op ti o n? Im p l e m e n ta ti o nIss u e s? S i g n Off? HR strategy amp。 2020 Arthur Andersen All rights reserved. Macquarie Financial Services Group Client Services Review Steering Committee Meeting 6 November 2020 2 169。 2020 Arthur Andersen. All rights reserved. Cost:Ine Impact Summary Total identified is $, versus original estimate of $. Of the $, we are still validating $. Budget Actual A Internal Best Practice B Centralis. C Automation D Turnover E Product Rat. $9m $147m $163m $18m $26m $35m (CSamp。 Fr a n k i n g 1 5 0 , 0 0 0A u t o m a t i o n T o t a l 1 , 4 5 6 , 0 0 0 1 , 0 5 0 , 0 0 0 2 , 5 0 6 , 0 0 0To t a l 2 , 8 7 8 , 0 0 0 3 , 9 7 5 , 0 0 0 6 , 8 5 3 , 0 0 0 ? Costs identified are primarily oneoff costs ? HR restructuring costs include redundancy, relocation, training, and recruitment costs ? Redundancy costs are based on average length of service and Canberra and Hobart experiences ? Recruitment costs are based on average agency, advertising, and testing costs as per FSG HR ? Existing costs associated with call termination and distributed operation data costs are currently being collected from ISD Infrastructure Group ? Savings from centralisation and costs associated with shopfronts