【正文】 cost of processing. 21 169。 2020 Arthur Andersen. All rights reserved. Centralisation Utilisation * Voice Design** Technology Network** Site Selection (Oneoff)*** Management Structure (To be confirmed awaiting remuneration figures from Jennie Helm) Support Services TBD TBD TBD 700,000 1,000,000 153,000 Potential Savings Net Benefit 1,853,000 Total Scale Efficiencies ?Normalisation of workflows assumed through centralised rostering and alignment of workforce to support site cutoff times ?Floor space utilisation improvements can be achieved under a centralised structure ?Streamlining of management structure will eliminate 12 state manager positions and up to 8 manager/supervisor positions ?Support services can be shared in a centralised structure . HR and training resources. TBD TBD TBD Contact Centre TBD TBD TBD Processing Site Selection ?Labour market (acquisition and retention) is affected by location ?Acmodation costs vary significantly by region ?Some costs will be incurred in converting existing sites to shopfronts. Communications ?Technology work cost savings are achievable by reducing data traffic ?Voice design infrastructure will enable future enhancements to be delivered efficiently. Assumptions 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。 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. 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。 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. 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。 2020 Arthur Andersen. All rights reserved. Call Centre Current Situation C a l l C e n t reC a l l C e n t reC a l l C e n t reC a l l C e n t reC a l l C e n t reT e l e p h o n ePo s t a l M a i lEm a i lM u l ti p l e Nu m b e r sM u l ti p l e A d d r e sse sF a xM u l ti p l e Nu m b e r sComplications ? Multiple phone numbers which are directed by product ? Different equipment used at each site ? Expensive growth model without economies of scale ? Inefficient call routing across available resources Our initial observations indicate a simpler customer centric contact centre architecture is required to simplify delivery and management of customer service. Our first step in process rationalisation was to review the current call centre structure to identify existing customer touch points. 9 169。 2020 Arthur Andersen. All rights reserved. Proposed Team Structure Future ? Service alignment to customer/ adviser value ? Target “portfolio maximum concept” amp。S t o r eQ A o n a p p .C l i e n t de t a i l sI n d ex amp。 QA ? Reduce paper inputs to system for Client Maintenance amp。 p roc ess rede s i gnm ust go h a nd i n ha n d? Re du c e pa p er proc ess i ngFi x ed 1 .3 m i l l i on * *Re c urr en t 0 .4 m i l l i on1. 4 m i l l i onRe de m pt i on s TB D – wo ul d bei ncenti v i s ed b yi m pl en ti ng a fe eb asedi n e s truc tu reTB DCl i en t M ai nt e na nce? Im prov e C ustom er / A dvi s erS erv i c e K no wl ed ge* * Fi x ed c ost s ha re dacr oss n ewap pl i c at i on s amp。 structure of roles to support progression within Clie