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Statement of Corporate Intent MAC Business 1 July 2006 to 30 June 2009



Statement of Corporate Intent MAC Business 1 July 2006 to 30 June 2009

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Tabled paper 822


Tabled papers for 10th Assembly 2005 - 2008; Tabled papers; ParliamentNT






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2.1.6 Productivity and Efficiency Gains Summary/Highlights Key Corporate Strategy Initiatives (How/Activities) When Measurement of success Productivity and Efficiency Gains Business Process Improvement strategies implemented 30 June 2007 Reduction in expenses Cost/Income ratios General Commentary The primary aim of this strategy is to identify and maximise potential efficiencies and productivity benefits across the broad range of TIO Group business. Over the previous 3 years, there has been a focus on expense reductions and profit/productivity improvements. In the financial year ending 30 June 2005, TIO Insurance and MAC Business undertook a process to identify profit improvements in the way it conducted business. The quantitative analyses of outcomes of that process will be fed into the next generation of improvements described below. TIO Business Process Improvement ('BPI') program is expected to include, as a central element, a service quality improvement program. Whilst efficiencies in terms of workflows are anticipated, the benefit to customers in the way they do business with TIO Group (and the MAC Business) will be enhanced through, amongst other things, extensive training of frontline staff. It is anticipated that the benefits of BPI will reduce expenses over the term of the planning period and beyond. The use of technology (consistent with the Technology Vision corporate strategy as articulated below) will play a central role in the delivery of outcomes for BPI. With the implementation of MAC as a separate Statutory Fund and the introduction of an independent pricing regime, MAC will ensure that productivity and efficiency gains can be achieved where possible throughout that process of change. Further, the case management program and introduction of best practice treatment guidelines are expected to maintain and continue the improvement in outcomes within the MAC Business. 2.1.7 Distribution Summary/Highlights Key Corporate Strategy Initiatives (How/Activities) When M easurement of success Distribution Extra 2 remote Branch/agency locations each year Review of operating hours - call centre & branches Customer Relationship Management - Stage 1 (one view of the customer) End of financial year 30 August 2006 30 June 2007 I s Number of profitable channels to customers Statement of Corporate Intent - MAC 11

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