In February 2016, Suncorp announced a new operating model to remove structural constraints and enable our people to deliver on a reinvigorated strategy.
To achieve this, we committed to restructuring the business as quickly as possible, removing duplication and bringing greater alignment with our customer-facing, operations and corporate functions. Significant changes were required, with the creation of a large number of new roles and many others changing.
Maintaining stability and momentum during the transition was a high priority. In response, an ambitious program was set and a dedicated project team established to drive the changes. Transparency, leadership and frequent communication underpinned our approach, as was consulting with our people and giving them the opportunity to provide feedback every step of the way.
Suncorp’s annual engagement survey, typically carried out in the fourth quarter of the financial year, was postponed until the first half of FY17 to align the measurement of engagement to our new operating model and reinvigorated strategy.
In the interim, pulse surveys were undertaken to monitor senior leaders’ understanding of and engagement with the strategy, direction and leadership of Suncorp.