【正文】 induction programs ? Workforce planning amp。 2020 Arthur Andersen. All rights reserved. HR Strategy Issue ? Work loads ? Variety of work ? Coaching ? Career progression How we will address in design: ? Teams designed to leverage staff numbers ? Multiskilling within teams (replicate smaller office structures) ? Supervisor/Manager training amp。 2020 Arthur Andersen. All rights reserved. Automation Applications Redemptions * Client Maintenance Risk * QA * 944,000 638,000 TBD Potential Savings Net Benefit 1,582,000 Total Assumptions (76,000) TBD (508,000) Contact Centre 1,376,000 714,000 TBD 2,090,000 Processing ? Processing staff opening CMT accounts are not required due to customer information being prepopulated ?System activated form validation will reduce QA and eliminate phone follow ups of inplete forms ?60% uptake of new technology by IFAs ?Non value adding activities such as indexing and titling will be reduced TBD TBD TBD TBD TBD TBD (432,000) ?Centralised customer information management system is expected to reduce 6080% of processing times for high volume amendments such as change of address, bank details and addition of TFN ?Automation of amendments such as savings plans, direct debits, and ine method are expected to reduce between 2060% of processing times ?Major efficiencies are unlikely to be gained for plex transactions such as Deceased Estate Automation Savings * yet to be analysed 25 169。 c l i en tm ai nt en an c eRe c urr en t 0 .2 m i l l i on0. 7 m i l l i onRi s k M an ag e m en t amp。te c hn i c al s trate gy? S y s te m s amp。 title ID errors Cheque errors Insufficient points generate prospect ID Activate Activate client Add Prospect ID Client Info Mgmt System Add Remove Remove Prospect ID Capture Complete Client Details IFA Customer Info Mail sort Customer Info Registered Customer Details Prospect ID Key Flow Start Process Channels Systems Client Advantages ?Fewer Errors ?Customer Intimacy ?Reduced Unnecessary Interactions 23 169。 2020 Arthur Andersen. All rights reserved. Proposed Data Architecture: Systems amp。 Document Management ? Endtoend automatic linkage ? Reduce number of systems that users interact with ? Integrated channel support ? Integrated QA procedures knowledge point of source to validate data rather than end of process QA ? Automated risk reporting amp。 handoffs ? Local mail drop scan amp。 disparate entry points for each channel ?Functional based processing results in excessive handoffs The existing data architecture contains disparate processing requirements for each channel …. …which is inefficient and increases the cost of processing. 21 169。 l i n kr e c or dsS t a f f w a r eM ac I n f oF l o at sE x t e r n alM ai l c l i e n tc o m m sS e n df o r mP r i n tA p p .F o r m sa d v i s e r w e bs i t e p r i n ta l l f o r m sF o r m r e q ue s tI F A F ol l o w u p q u e r yS u p e rB D MF a x F o r mC l i e n tc o m m u n i c a t i o n se x i tC l i e n tM ai n t e na n c eQAC l i e n td e t ai l sT o w e rC l i e n tM ai n t e na n c eA p p l i c a t i onS i g na t u r ec a pt u r eS i g na t u r ec h ec ks u pe rp r o c e s s i ngc l i e n t , a c c o u n t ,c h eq u eM ai l / I F A amp。 t i t l eI m a g e /a p pl i c at i o nC A MA l l oc a t e dC l i e n tP I NS o r t + s t u f fm a i la l l i n d i r e c ta p ps o r d e r s( p e r s t at e)A d v i s erS e r v i c esF a x amp。 Channels K e yF l o wB a t c hT + 1S t a r tS t o p S t a t eP r o c e s sD a t a s t o r eC l i e n tP r o c e s s i n gP h o n eF o l l o w U pF o r m r e q ue s tA p p . F o r mC us t o m e r , N e w / E x i s t i n g A c c o u n t ,C he q u e, C l i en t s e t u pQAC om p l et ed F o r mI n c or r ec t F or mC l i e n t , A c c ou n t , C he q u eM ai l M e r g eW e l c om el e t t er sB a t c h c l i e n t de t a i l sM ar r y Q Ar e p or t t oA p p . F o r mQ A r e po r tS c a n amp。 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. Next Steps De