(soft tunes)
- So some of the things we've heard...
I'll just run through some of the themes.
So keeping people healthy and safe,
it's good for business, clearly.
Information and knowledge is vital.
So some of the services that we haven't offered in the past
is ready access to information that supports you,
in your decision making.
Gives you an understanding
of what's going on in your sector.
And, Worksafe is doing a great job
at putting a lot more information,
and making it readily available.
I think in the future, for us, our websites and our portals,
that will be developed going
through the transformation programme
will tailor that information
for multiple sites and give it to you.
So you'll have a tailored offering of information to you,
to be able to help you make your decisions.
Health and safety performance is a journey.
Now everybody's talked to us about health and safety.
It isn't just here.
It's not a standard that you meet.
It's a continuously evolving process.
New businesses that come in
will start off in a very early development stage.
And, they might just be interested in understanding
broad risks about business survival,
might not be that interested in health and safety.
But as they evolve and grow,
health and safety interest improves.
So what we're looking to do
is have product and service offerings tailored to maturity.
And, one of the challenges, of course,
is trying to figure out how mature you are.
So we're still working our way through that,
and I think that's gonna take a bit of time to evolve,
and we will definitely need help from business customers,
understanding how you view your maturity,
and therefore how we can reflect that.
Authentic leadership is really important
in health and safety.
Now that's true for a business, but it's also true for us
as our role in the system.
We need to authentically lead, as well.
So we need to put our incentives
into a space that helps you.
They need to be focused on improvement
and continuous improvement,
and maybe not just hitting a standard.
Quick return to work is important.
It's important for us,
it's important for the worker,
it's important for you.
And, we need to find ways of supporting you with that.
So at the moment, there's a significant criticism
around experience rating that says,
hey, most of my experience is down to the GP
and their certification.
Phil talked to you about next gen case manager.
Well, part of some of the other strategies going on
is how we're working with providers
to get them more information
about what appropriate certification practises there can be.
How we can connect your view about
what the opportunities for return to work are
in the business, with a provider and with a case manager,
so everybody that's actually involved
in supporting that injured worker
returning to work actually has a common understanding
of the opportunity and how to do it.
So the work we're doing here,
and the feedback we're getting from you
about the challenges you're having with us
is being fed not only into the programme that I'm looking at,
which is levies and incentives,
but also more broadly into
the next generation case management that we're doing,
the provider services programmes
that we're working on,
and in general how we actually, as a business,
respond to you.
Partnerships are important to unlock value.
That's not only partnerships with us,
but also partnerships that you have with lots of
different agents and players inside the system.
So, one of the things we've been thinking about
is how do we use our incentives,
or possibly wrap some services around supporting you,
form great partnerships, have people around your business
that support you, help you do better,
improve faster, or continuously improve.
So, we're thinking about that in our incentives.
And, ideas can be, like in targeted financial incentives,
one of the ideas we're toying with
is a subsidy to access health and safety advice.
To make it for businesses who can't really afford it,
or find it a financial barrier,
remove that barrier, and allow that advice
to come into the business.
Reputation.
Everybody talks about reputation,
and I think it's really an important driver.
It's a significant driver at our board.
I'm sure it's a significant driver
for directors and boards of your businesses.
Generally what we hear
from business customers is benchmark me.
Tell me how good I am compared to everybody else.
That's a great way of doing it.
It's really difficult to do,
but we are thinking about
how can we use our levy system
to support benchmarking,
or basically look at reputation?
So, an idea we're toying with
is if you are at a certain level of performance
for a long period of time,
can we recognise that,
can ACC recognise that in a certain way
that allows you to tie that to your brand?
They need to work together, our incentive products.
They need to work together with what Worksafe's doing.
And, the development of great guidance,
great education programmes,
they need to work with all
the different incentives that we have.
Not only our levies,
but also our targeted financial incentives.
They need to work together to work towards
the goals that the government has set for us, as a whole,
as members of the health and safety system.
We're all leaders in that system.
We all have a desire to hit that 25% reduction, by 2020.
(coughing)
Reward and action.
Change theory tells you about
the distance between an action and a reward
is really vital.
So for ACC, one of the challenges we have
is we annually levy.
So, that means that for a lot of things
the distance between the actions that you take
to make a difference and the reward that you receive
from ACC, can often be quite long.
In fact, in current experience rating system,
you may make an action now
and you may not get it realised for three years
because you're carrying some history
of claims experience with you.
That's too much distance.
So, we've got to think about
how we build our levies to ensure
that when you take an action now
that is intended to have future consequences,
we can recognise that, as you take it,
well as close to that as we possibly can.
Fairness.
The message we heard from business customers
is it's my experience that counts.
Levy me on my experience, not on everybody else's.
Now an insurance product generally pools experience
as part of it's pricing approach.
And, I think you can't get away from that,
but we certainly can get much closer to reflecting
your experience and your levy,
that we have in the past.
The complexity is difficult to create.
Understanding challenges means that
many businesses don't know what they need to do
to change the experience rating.
Now, I think experience rating is complex,
there's no doubt about that.
But, the complexity doesn't have to be your problem,
it needs to be our problem.
So, what we're trying to do
is remove the complexity from you,
and give you better transparency and understanding
of simple actions that can have consequences on your levy.
And, some of that is about incorporating
leading indicators into how we look at experience.
So, where you take actions
to make a difference in your business,
whether it be on a cultural aspect,
or minimising body stress,
and low back injury or shoulder injury,
preferably shoulder injury.
It's a really good one to work on.
Those are areas that we want to recognise, early,
and be able to give you an idea
of just what that would do to the experience rating,
as you are planning to do it.
So, when you do your investment conversation
with your business, you already know the impact.
There's been a concern that there's
a high administrative burden
placed on businesses to work with us.
And, we're really keen, not only to make it easier for you,
which is to fill the point about our paying points,
but also to the lower the cost to you
about working with us.
There's lots of initiatives working on that.
And, I'm hopeful that you'll see a difference
in the next 12 months.
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