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Table of Contents 1 Introduction ............................................................................................................................................. 1 1.1 Aims ................................................................................................................................................ 1 1.2 Objectives ....................................................................................................................................... 1 1.3 Research ......................................................................................................................................... 1 2 Secondary Research .............................................................................................................................. 2 2.1 Secondary Research Findings ........................................................................................................ 2 2.2 What is Employee Experience (EX)? ............................................................................................... 2 2.3 What is Employee Value Proposition (EVP)? .................................................................................. 4 2.4 What is Employee On-boarding? ..................................................................................................... 4 2.5 What are the keys components of a successful Employee On-boarding experience? ..................... 5 2.6 On-boarding Best Practices ............................................................................................................. 6 3 Primary Research ................................................................................................................................... 7 3.1 Summary EX and EVP research findings ........................................................................................ 7 3.2 Summary On-boarding research findings ........................................................................................ 8 4 Conclusions .......................................................................................................................................... 11 5 Recommendations ................................................................................................................................ 12 5.1 How WISE might enhance the EX and EVP .................................................................................. 12 6 References ........................................................................................................................................... 13 7 Appendix .............................................................................................................................................. 15 7.1 Appendix 1 Employee Experience and other Related Talent Concepts ......................................... 15 ................................................................................................................................................................. 15 7.2 Appendix 2 Best Practices for On-boarding (Bauer 2010) ............................................................. 16 7.3 Appendix 3 Best Practices of On-boarding Processes (Ritz et al 2023) ........................................ 16 7.4 Appendix 4 Best Practices: Creating on-boarding connections ..................................................... 19 7.5 Appendix 5 Employee On-boarding Research Project ................................................................... 20 7.6 Appendix 6 – Employee Comments Surveys and Reports ............................................................ 22 7.6.1 Summary of common themes taken from WISE On-boarding Survey open ended questions 22 7.6.2 Summary of common themes taken from WISE Exit Survey open ended questions .............. 32 7.6.3 Selection of Employee Comments from On-boarding and Exit surveys, On-boarding primary research and Psychosocial report (Full report can be provided) ........................................................... 41 7.7 Appendix 7 Employee Comments Glassdoor ................................................................................ 80 7.8 Appendix 8 Proposed Initiatives to enhance EX and EVP ............................................................. 92

The five elements of Moments that Matter include: Element Definition Why It Matters Emotion- Generating Moments that elicit a strong emotional response, both positive or negative, from team members Because these moments have a lasting effect on team members’ opinions of their organisation, they impact their decision making and have a ripple effect on the others with whom they interact. Scalable Moments that impact a large number or percentage of the employee population When HR improves these moments, it ensures its investments have a fair and global impact on most or all team members. Frequent Moments that occur most often in a team member’s experience Team members are always experiencing these moments, which means there is a greater likelihood that recency bias will impact their decision making. Business- Aligned Moments that align with the business strategy, culture and values Because these moments align with business goals, HR can be confident in their ability to show tangible business outcomes. Critical- Talent- Aligned Moments that disproportionately impact a critical or desired population of team members Improving these moments can help organisations recruit, engage and retain top talent. Source: Gartner 2022 In order to create a two way responsibility for upholding the EX, Cisco and some other organisations define what’s known as the “ People Deal ” clearly outlining expectations for the company and team members’ roles in upholding the EX. The Moments that Matter are designed to clearly outline the organisations side of the People Deal. (Gartner 2019) 2.3 What is Employee Value Proposition (EVP)? WISE Employment EX and EVP Report October 2023 Page 3 of 104

1, matter in your on-boarding program. The most important day on the job for a new team member is the first day. The CEO of one major organisation recognizes this and takes newcomers to lunch within their first month. This is part of the company culture, and team members proudly share this observation. Because research shows that the trajectory of a new hire’s success is set as early as the first two weeks, it is important to make the first day a special one. Many hourly workers do not come back if the first day is disappointing. (Bauer 2010) Further information on On-boarding best practices is provided in Appendix 2, 3 and 4 On-boarding Best Practices. WISE Employment EX and EVP Report October 2023 Page 6 of 104

 Issues connecting to systems Contract  Delays in delivering to candidate  Hiring Manager sometimes not advised once signed and returned Training  Hiring Managers require training and resources in recruitment and on-boarding eg. How to conduct an interview, using case studies, etc  Salary packaging training is required for Hiring Managers and team members  6 weeks is too long to wait for DES training, new team members require training in the first few weeks  5 solid days of training is too much, should be broken up into 2 days training a week, back to site to digest and apply and then further 2 days, etc  Training partner is required to assist manager to onboard new team members and follow up with new team member to gauge progress (time pressures on Manager)  New team members require training with co-workers to learn and build connections  No sequence to training  Some team members do not undertake structured training, it is all on the job, others only complete online modules  DES team members are not being properly trained in basic process and knowledge and are asked to consult their manager about things they should have been taught in training  There is no way to measure a team member’s competency level  There is no way for a team member to indicate if they require further training  Training should involve shadowing subject matter experts  Not individualised, not all team members need to know everything  Team members don’t get enough process training – how to do their job  Completing modules for the first 2 weeks is not ideal as new team members cannot process all of the information and no face to face aspect  Lack of training on marketing for marketing days – how to market, what are the company expectations Training (Cont’)  Lack of training on safety aspects on the role eg. How to manage a difficult customer, health concerns with customers, etc  Lack of training in purchase orders and general  Training experiences differed greatly, some had not had any training 4 months in, another no training in the first 3 months, some had not had any follow up training, some had training Day 1  Lack of training for new managers – how to manage  No time to attend training as no free time available and due to lack of resources  Lack of structured training program  Trainers lacking knowledge, boring and repetitive WISE Employment EX and EVP Report October 2023 Page 9 of 104

5 Recommendations 5.1 How WISE might enhance the EX and EVP Recommendations resulting from research undertaken and conclusions drawn from the research:  Obtain approval to proceed with communication of proposed EX, EVP communications and initiatives EXRG for feedback  Revise proposed EX, EVP communications and initiatives if required  Test proposed initiatives with EXRG (Appendix 8) and conduct focus groups with team members to determine if proposed initiatives meet the needs of team members and also determine the priority for implementation  Present to key stakeholders for feedback and buy in  Prioritise initiatives according to ease vs. impact  Prepare budget  Present final EX and EVP proposal for final sign off  Establish a project group to manage implementation  Develop an implementation plan and timeline  Implement EX, EVP communications and priority initiatives  Continue to work with the EXRG and conduct focus groups to understand the changing needs of team members so that initiatives that meet their needs are implemented in a timely manner  Review process and revise where required  Adopt a continuous improvement mindset to keep the EX and EVP current by analysing feedback such as the annual staff survey, entry and exit surveys and external feedback platforms  Develop overall Employer Brand communications strategy incorporating EX, EVP, culture, diversity and inclusion and other initiatives  Find ways to communicate company culture, mission and values more widely and regularly eg. Screen savers, security passes, templates and regular communications that take place  Develop and communicate clear and consistent communications across all communication platforms creating consistency across Internet and Intranet, and recruitment communications so that they are consistent for all roles WISE Employment EX and EVP Report October 2023 Page 12 of 104

7 Appendix 7.1 Appendix 1 EX and other Related Talent Concepts WISE Employment EX and EVP Report October 2023 Page 15 of 104 Employee Engagement is an output of EX Employee Engagement: The amount of discretionary effort and intent to stay team members exhibit in their day-to-day roles given their past, current and expected future experiences at their organisation EVP is an input into EX EVP: The set of attributes the labor market and team members perceive as the value they gain through employment with the organisation Culture supports EX Organisational Culture : The set of behavioral norms and unwritten rules that shape the organisational environment and how individuals interact within it Source: Gartner Analysis. Employee Experience The interactions team members have throughout all touchpoints in their day-to- day work and the contexts that influence those interactions

3 Sharma & Stol, 2020) 1. 4 Exercise empathy (Gregory et al., 2022) 1. 5 Continuous availability of help (Sharma & Stol, 2020 4.5. Training The training category includes actions for the newcomers to gain all knowledge and skills to execute the job for which they were hired (see Table 6). This includes position-based re-& upskilling measures or courses that aim to close skill gaps of newcomers. Table 6. Overview of training approaches. Nr. Identified Actions Sources 1.1. Scaffolding during problem-solving (Bauer, 2010; Rabel & Stefaniak, 2018) 1.2. Offer re- & upskilling training offline and on- demand (Gregory et al., 2022; Klein & Heuser, 2008; Klein & Polin, 2012; Snell, 2006) 1.3. On-the-job training and live coaching session (Klein & Heuser, 2008; Klein & Polin, 2012; Sharma & Stol, 2020) 1.4. Presentation by expert colleagues (Klein & Heuser, 2008; Klein & Polin, 2012) 1.5. Class-based learning (with other newcomers) (Klein & Heuser, 2008; Klein & Polin, 2012; Sharma & Stol, 2020) 4.6. Feedback When newcomers enter the organisation, they generally lack an understanding of the unique organisational context and culture (Johnson & Senges, 2010). Thus, feedback is an important tool, and identified actions relate to an open feedback culture (see Table 7)” (Ritz et. al 2023).” Table 7. Overview of feedback approaches. Nr. Identified Actions Sources 1. 1 Regular feedback sessions (Snell, 2006; Bauer, 2010; Krasman, 2015) 1. 2 Accessible feedback tools (Bauer, 2010) 1. 3 Offer one-to-ones with senior staff (Gregory et al., 2022) 1. 4 Provide immediate feedback (Gregory et al., 2022) 1. 5 Open & honest communication (Keisling & Laning, 2016) WISE Employment EX and EVP Report October 2023 Page 18 of 104

WISE Employment EX and EVP Report October 2023 Page 19 of 104

7.4 Appendix 4 Best Practices: Creating on-boarding connections (Bauer 2013) WISE Employment EX and EVP Report October 2023 Page 20 of 104

7.5 Appendix 5 On-boarding Research Project (Q1 2023) Purpose  Define On-boarding  Determine key components and best practice on-boarding  Understand the on-boarding experiences of current WISE Team members (new team members and Hiring Managers)  Determine what an ideal on-boarding program looks like for WISE team members Research question What do new team members need to make their on-boarding journey easier, set them up for success, become and stay engaged and want to stay at WISE Employment? Time frame Research will be conducted over an 8 week timeframe Research Both primary and secondary research will be undertaken to answer the research question. Primary Research Primary research including interviews with a cross section of team members from each area of the business, survey of cross section of the business and focus groups will be undertaken Secondary Research Secondary research will examine peer reviewed academic literature, newspaper articles, websites and reports to define on-boarding, outline its key components and best practice and provide examples of best practice on-boarding. Primary Research On-boarding research interviews  Would like to interview team members and hiring managers to get both perspectives  The business is broken down as detailed below. Thirteen interviews will take place with a cross section of team members across the business.  The business currently has 1569 team members (as at 31 January 2023) broken down as follows:  DES 607 (38.7%)  WFA 290 (18.5%)  Corporate 194 (12.3%)  Social Enterprises 478 (30.5%)  The number of team members interviewed by business area is as follows:  DES 6 team members (1 x VIC, 1 x NSW, 1 x QLD, 1 x NT, 1 x SA, 1 x Tas)  WFA 4 team members (1 x WA, 1 x Vic, 1 x NSW, 1 x Occ Rehab)  Corporate 3 team members(1 x WISE Online, 1 x Strategy/Claims, 1 x NDIS)  Social Enterprises 0 team members  The number of managers interviewed by business area will be as follows:  DES 7 team members (2 x VIC, 1 x NSW, 1 x QLD, 1 x NT, 1 x SA, 1 x Tas  WFA 3 team members (1 x WA, 1 x Vic, 1 x NSW, 1 x Occ Rehab)  Corporate 3 team members (1 x WISE Online, 1 x Strategy/Claims, 1 x NDIS) Social Enterprises 4 team members (2 x Vic, 1 x NSW 1 x Tas) WISE Employment EX and EVP Report October 2023 Page 21 of 104

Surveys From the information obtained through the interviews a survey will be developed and distributed to 200 team members Focus Groups Focus groups will be held with 5-10 participants 3 Focus groups will be run Managers will not be in focus groups with their direct reports WISE Employment EX and EVP Report October 2023 Page 22 of 104

7.6 Appendix 6 – Comments Surveys and Reports 7.6.1 Summary of common themes taken from WISE On-boarding Survey open ended questions (Taken from “On-boarding data download 9 August 23 Analysis” Excel spreadsheet) Question 9 What kind of barriers prevent you from getting your work done? Access Bully in g Caseloa d Catch up on p revious wor ker Centreli nk Client barrier s Client eng ageme nt Clients COVID Equipmen t ESS Issues Formal Induc tion Govt. Department is sues KPIs Lea rning Meeti ngs Not be ing in the office Other Resourc es Site ch anges Staff facilities Syst ems & Proce sse s Traini ng Well bei ng WH S 0 4 8 12 16 20 1 1 4 1 1 13 1 4 7 1 4 3 2 2 3 1 1 4 9 1 2 7 19 7 1 Chart Title WISE Employment EX and EVP Report October 2023 Page 23 of 104

Question 10 In your own words, regarding your role at WISE, what are you enjoying most about your role? Autonomy Challenge Clai ms Commu nity Cultur e Emp loyer and community engag ement Envir onment Everythi ng Flexi bility Fulfil lmen t Growth opportunities Help ing clients Inclusive Job Key st akeholders Lea rning Marketing New processes New ski lls New systems & processes Not mic ro m a nag ed Other Rewards Support Supportive manager Talent e ngagement Team Trai ni ng Valu es Variety Wo rk lif e bal ance 0 40 80 120 160 200 9 2 1 1 9 5 35 7 7 1 2 190 2 2 1 15 1 1 1 1 1 8 1 2 38 1 122 7 1 2 1 Chart Title Question 11 In your own words, regarding your role at WISE, what are you enjoying least about your role? Admin Change Clai ms Cli ent is sues Client resources Complia nce Conflict Consistency COVID Cultur e Equipmen t ESS Facil iti es Flexi bility Govt . Regulations Happy Inconsis te ncy Individualised O nboarding Indu stry Internal Communi ca tions Job v acancies KPIs Lack of clarity Lack of growth mi ndset Lack of time Lea rning Learning and Development op portun itie s Man ager Marketi ng N/A Office sup plies Other Wo rki ng part time Paysli ps Proc esses Remuneration Resourc es Role Str ess Support System issues Time management Traini ng Travel time Unor ganised Unsur e WFH Wo rk load Work lo ca tion 0 20 40 60 13 1 1 37 1 1 2 1 8 17 2 5 4 5 2 59 3 2 1 6 4 5 1 1 6 4 2 12 4 1 1 10 1 2 8 2 10 5 1 6 26 3 31 1 1 2 3 5 1 Chart Title WISE Employment EX and EVP Report October 2023 Page 24 of 104

Question 12 If you have any other feedback for us on your role, please provide it in the space below. Buddy pro gra m Case l oad Clai ms Cli ent equ ipment Consistency Cultur e Equipmen t Facil iti es Feedback Flexi bility Happy IEP Role review Inconsis te ncy Inc onsis te nt casel oads Indu cti on Job description KPIs Lack of time Man age ment t ra ining Man age r neg ative Man ager posi tive More sick lea ve r equired more structured me etings Not comfortable providing feedback Onboarding p rog ram Other Processes Remuneration Resourc e dat aba se Resourc es Role Role cl arity Role hierarch y Staff parking Support Systems Team meetin gs Trai ni ng Unhapp y Unor ganised Wo rk load 0 10 20 30 40 50 60 70 2 1 1 1 1 2 3 1 2 3 58 2 1 1 1 1 7 1 1 3 7 1 1 1 2 3 2 2 2 2 1 1 1 1 1 5 1 20 1 1 1 Chart Title WISE Employment EX and EVP Report October 2023 Page 25 of 104

Training Role Job Work Team Manager People Love Feel Clients Great 33 28 25 23 20 17 17 16 16 15 14 WISE Employment EX and EVP Report October 2023 Page 26 of 104

Question 17 What things could your Manager do better? 0 40 80 120 11 5 1 1 1 1 1 3 2 1 1 6 3 131 1 2 1 1 1 1 1 3 1 3 1 5 1 1 1 1 1 12 2 1 1 1 6 3 1 1 2 1 1 1 1 1 2 1 1 1 1 1 1 1 3 1 1 8 1 7 1 Chart Title Question 24 If you have anything else to add about your team, please provide further feedback for us in the space below. 0 20 40 60 80 1 1 1 1 1 1 1 1 1 1 82 3 2 1 2 1 1 1 1 1 2 5 1 5 Chart Title WISE Employment EX and EVP Report October 2023 Page 27 of 104

Question 28 What changes can we make to the on-boarding process to make it more effective? 0 40 80 120 16 2 1 1 6 25 1 3 1 1 2 1 111 1 1 5 1 1 1 1 1 2 6 1 2 19 5 1 2 1 1 11 1 2 1 1 2 1 1 5 4 1 2 3 11 1 1 2 1 1 1 1 1 1 1 1 1 Chart Title Training Information Induction Role Modules Process Time Team Job One Think Lot New Better Just 113 25 24 22 21 21 20 17 17 17 16 15 15 15 14 WISE Employment EX and EVP Report October 2023 Page 28 of 104

Question 32 What other benefits do you think WISE could offer? (exclusive of salary) and Question 33 If you have anything else to add about your remuneration and benefits, please provide further feedback for us in the space below. Flexible work ing/Leave Remuneration Other B enefits Recogni tion Systems & Proce sse s Equipmen t Other 0 10 20 30 40 50 60 70 80 30 76 43 3 1 2 38 Chart Title Benefit No. of team members stated on survey Compensation to entice productivity/Commission 8 Better bonus scheme 9 Monthly employee award/recognition per state or team (cash payment?) 2 Rewards for meeting targets (team/individual) eg. Remuneration, Fly somewhere, gift cards 8 Compensation to reflect the role/work involved 5 Pay rise/Higher pay/Higher pay based on workload/Cost of living 19 Overtime pay 1 Salary review at 6 months and 12 months 1 Offer ability to earn extra income 1 Higher purchased leave options eg. 48/52 1 Extra superannuation for years of service 1 Life insurance 1 WISE Employment EX and EVP Report October 2023 Page 29 of 104

Travel insurance and Income protection 1 Networking opportunities 1 Interorganisational training days when new policies or training is required to create a more collaborative approach within the organisation 1 Extra week of annual leave 1 Increased leave taken as half pay 1 Increased parental leave benefits 1 Paid Christmas leave (during office closure, not annual leave) 1 Flexible work 2 Day off per month/ADO/RDO 13 RDO each fortnight 1 9 day fortnight 4 4 day working week 2 Early finish once per month 1 Birthday leave/Reward 3 More sick leave 2 Gym membership/Health and Wellbeing stipend (Mindfulness, Dietician, Meditation) 17 Health insurance (competitive) 6 Counselling/In house psychologist/Referral to external therapist at discounted rate/ Clearly communicated counselling services 5 Employee Credit card for expenses related to customers 1 Petrol allowance 6 Car allowance 3 Company car 3 Meal allowance 2 Car park allowance/WISE parking 7 Higher travel allowance 2 Laundry allowance 1 Better office chairs/desks 2 Connections to society 1 Discounts on Myki 1 Faster access to an extra computer monitor 1 Promote Flare and breakdown offers by State and Territory 1 More corporate deals with companies to encourage staff downtime and provide better everyday usage eg. grocery discounts fuel, etc 2 Fruit/Snacks/Coffee/Milk/Juice in the office 1 Team lunch/Team bonding 3 WISE Employment EX and EVP Report October 2023 Page 30 of 104

Accounting support for Salary packaging 1 Promote benefits and provide assistance with benefits eg. Salary packaging. Make sure easy to find 3 Paid courses 2 More training 1 So that team members feel valued remuneration needs to be considered when participants cancel their session at short notice. 30 mins paid time to allow for completion of paperwork and copying etc. 1 Question 35 Using only 3 words, please describe the WISE Culture Supportive Inclusive Fun Friendly Caring Welcoming Positive Team Encouraging Collaborative Understanding Helpful Diverse Family Open 86 49 30 29 29 29 20 20 19 19 17 13 11 11 11 WISE Employment EX and EVP Report October 2023 Page 31 of 104

Question 38 How we could improve on this? (Q37 How difficult is it for you to balance your work life and personal life whilst working at WISE?) 9 day fortnight Act on emplo yee f eedbac k Autonomy Better communicati ons Better s ys tems and proces ses Cultur e issues Digi tise Flexi blit y Happy Mor e resourc es Onboarding plan Other Part time RDO/ADO Remuneration Team buil ding/Manage me nt t ra ining Trai nin g Well bei ng WF H Options WHS 0 4 8 12 16 20 3 1 2 4 2 2 1 18 2 2 1 12 2 3 1 1 1 5 9 1 Chart Title Q43 Do you have any other thoughts or feedback on your experience working at WISE, that you haven’t already made a comment about? 0 10 20 30 40 50 1 1 1 5 1 1 45 1 1 1 4 1 1 1 1 2 1 1 1 1 1 1 1 1 Chart Title WISE Employment EX and EVP Report October 2023 Page 32 of 104

7.6.2 Summary of common themes taken from WISE Exit Survey open ended questions (Taken from “Exit Survey Data download 14 August 23 Analysis” Excel spreadsheet) Question 3 To what extent were each of the below a factor in your decision to leave? Agei sm Appr oached for external opportunity Bala nced scorecard/KPI Bull yin g Burn out Care er oppor tuni ties Change in career Change indus tr ie s Clients Commu nication COVI D Cultur al is sue s Dir ectio n End of c ontra ct Envir onment Flexi bility Harrassment Job Job not as desc ribed in interview Lack of action Lack of resources Lack of suppo rt Man agement Man ager Marketi ng Mov ing Recogni tion Remuneration Respect Results over client c are Retir ed Str ess Team dynami cs Trai ni ng Unfair p rocess We ll being Workl oad 0 4 8 12 16 1 1 1 11 1 3 3 2 1 1 1 14 1 1 1 2 1 1 1 1 1 1 16 12 1 1 2 2 1 1 1 5 3 2 1 9 2 Chart Title WISE Employment EX and EVP Report October 2023 Page 33 of 104

Manager Management XYZ (WISE) Health Job Bullying 30 18 15 10 10 9 WISE Employment EX and EVP Report October 2023 Page 34 of 104

Question 4 We will go into more detail of some of what you have mentioned above, however if you could summarise one main reason for leaving, what would it be? 0 20 40 60 1 1 12 1 23 8 29 3 5 4 2 3 1 1 1 61 1 2 1 4 14 5 9 1 45 55 1 1 5 1 2 1 2 3 1 8 28 2 1 7 2 3 3 31 2 11 32 2 2 2 9 Chart Title Manager Management Staff XYZ (WISE) Work Role Team Support Job 103 75 72 71 65 47 45 43 36 WISE Employment EX and EVP Report October 2023 Page 35 of 104

Question 7 If you had to narrow it down to one, what was the main reason this role wasn't a good fit? Role not defined Role not right Bad experience 0 1 2 3 4 5 6 7 1 6 2 Chart Title Question 11 What kind of barriers prevented you from getting your work done? Cli ents Covid Cultur e Equipmen t Facil iti es Inconsi stency KPIs Man agement No company car pool Processes Resourc es Results over client c are Systems Team conflict Tools to support cl ie nts Trai nin g Wo rkl oad 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 4 1 1 1 1 1 1 1 1 1 1 1 2 1 1 3 3 Chart Title WISE Employment EX and EVP Report October 2023 Page 36 of 104

Question 13 In your own words, regarding your role at WISE, what did you enjoy most about your role? Autonomy Changi ng live s, help ing cli ent s Clai ms Clea ning Cli ents Commu nicating Commu nity Cultur e DES Didn 't li ke manager Emp loyers Eve rythi ng Flexi bility Going h ome Job Learning Loca tion Man agement Man ager/ s Man aging Marketing Men tori ng Not much Nothin g Other Outcomes Paid on time People Team Team and Manager Valu es 0 10 20 30 40 50 60 70 80 90 2 84 3 1 32 2 1 9 1 1 1 11 1 1 2 2 1 1 22 2 1 1 1 7 3 1 1 1 73 1 1 Chart Title Q14 In your own words, regarding your role at WISE, what did you enjoy least about your role? 0 10 20 30 40 7 1 1 1 10 1 5 7 3 2 1 12 2 2 2 1 1 33 1 1 1 2 1 1 1 1 4 3 2 10 5 1 2 3 1 2 2 4 1 1 25 1 3 1 1 35 33 8 4 1 1 2 1 12 1 3 4 5 6 1 12 3 1 3 6 4 6 13 1 1 2 1 1 1 1 1 8 1 Chart Title WISE Employment EX and EVP Report October 2023 Page 37 of 104

Question 29 What other benefits do you think WISE could offer? (exclusive of salary) Leave Work Staff Better Paid Company Training Health Time Bonuses Salary Pay Money Bonus Incentives RDO Support Mental Car Flexibility Parking 14 14 13 13 11 11 10 10 10 10 9 9 9 8 7 7 7 6 6 5 5 WISE Employment EX and EVP Report October 2023 Page 38 of 104

Question 30 If you have anything else to add about your remuneration and benefits, please provide further feedback for us in the space below. Pay Salary XYZ (WISE) People Work Staff Industry Increase Higher Money Benefits 26 23 12 11 10 9 8 8 7 7 6 WISE Employment EX and EVP Report October 2023 Page 39 of 104

Q32 Using only 3 words, please describe WISE Culture Q32 Using only 3 words, please describe WISE Culture. Toxic Supportive Inclusive Friendly Unsupportive Great Bullying People Culture Fun Fair Unfair Caring Stressful Fake Rewarding Unethical Good Respectful Inconsistent Negative Diverse Welcoming Clients Family Encouraging Focused Driven Confusing Passionate Transparent Collaborative Progressive Sad Amazing Understanding 34 16 12 10 8 8 8 7 7 7 7 6 6 5 5 4 4 4 4 4 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 WISE Employment EX and EVP Report October 2023 Page 40 of 104

Question 43 What would WISE need to change in order for you to consider returning? Management Staff Better Manager Work People Training Pay Culture 30 28 22 19 18 16 14 12 11 WISE Employment EX and EVP Report October 2023 Page 41 of 104

7.6.3 Selection of Comments from On-boarding and Exit surveys, On-boarding primary research and Psychosocial survey report (Full report can be provided) Proposed Initiative Employee Comments On- boarding Survey (386 responses as at 9/8/23) Employee On-boarding/EX/EVP Research Employee Comments Psychosocial report Select Employee Comments Exit Survey (284 responses as at 14/8/23) Develop and implement Salary packaging communication for candidates and team members in simple terms  Salary packaging could be better explained NSW JA  Salary sacrifice needs to be better explained VIC DES  I want to suggest different salary packaging option as the current option terms not matching with most peoples satisfaction. WA WFA  Providing salary sacrifice for casual or allow them to call the company to see if they are eligible. TAS NDIS  Accounting support for salary packaging. Strategy, Quality and Partnerships  Hiring Managers and team members don’t understand salary packaging  Not clearly broken down and communicated in job ads  Liked Least about on- boarding – Lack of information on salary packaging  “Was told different things about the salary, salary sacrifice wasn’t explained properly so when I got the contract it was not what I was expecting” Poor management, poor salary. Poor communication around salary - misinformation also occurred regarding salary and salary increases . Awful standards of fellow colleagues. VIC DES Review and revise all employee benefits and communicate 43 responses out of 150 (29%) listed other benefits they would like to see at WISE, examples below:  Paid leave for christmas break,  Current benefits not clearly communicated  How to use benefits not clearly communicated  Internet/intranet information differs Address the obvious pay- gap between other industries. I get that disability is NFP but so is this new organisation I am moving to and they have met me with an WISE Employment EX and EVP Report October 2023 Page 42 of 104

without needing to use annual leave  Birthday Leave. Public Holiday swap days when just regional Extra Super for years of service. Human Resources  Work car, particularly in regional centres. SA DES  Mental Health Support for staff. QLD DES  Car Allowance. NSW DES  Clearly communicated counselling services. The ergonomics of chair and desk setups could use improvement. SA WFA  Car Allowance. NSW DES  Discounts on Myki. Support  My previous employer would have quarterly team lunches to celebrate as whole team. This created a great team environment more comradery with the consultants. it was a great opportunity to address any issues and appropriately ranged salary, an additional week AL and very similar benefits. TAS DES WISE Employment EX and EVP Report October 2023 Page 43 of 104

offer support. VIC DES  9 day fortnight. WA WFA  Bonus - if commission is given for KPI's the EC will lose customer centricity and there will be no passion and empathy in the field. Hence show gratitude to team members with bonus and thank them for their effort. NSW DES Review all salaries to ensure market competitive  EC's are severely underpaid for the work that they do. Low salary packages combined with lack of flexible working arrangements aren't attracting enough good people to the role - especially in the current labour market. The same skillset/experience could secure a role in private recruitment for almost double the remuneration. Sadly, under-resourced/staffe d sites aren't able to provide individualised services to clients, therefore aren't able to consistently anchor into long-term sustainable employment. VIC DES Yarra  Not competitive in the market  Team members gain experience and leave for more money elsewhere  “She had heard such great things about WISE that she decided to take the role and a $10K reduction in her salary because of the great things she had heard and due to location”  “Worst part of on-boarding – salary not enough”  “Some candidates are not happy with the salary” “I can see why this job has a high staff turnover . It is a stressful job and not getting recognized for the good work that I do doesn't help. With the amount of workload and work stresses the pay should definitely reflect all the great work that we do.” “If you would like good workers to stay, the pay needs to increase . The amount of workload this company requires, and the level at which you would like it all done, this needs to be considered, and seriously thought about to keep us.” “Often, there is too much expected from us and award wages is much base salary-major factor (want let me answer) VIC WFA Was offered more money elsewhere. VIC DES Higher Salary. VIC WFA Base salary & growth opportunities VIC DES Better salary and employee package. SA DES Better pay, in the current market everything has gone up and although Wise pride themselves on paying well for the industry they don’t. I had multiple providers reach out to me offering me $10k to move. I didn’t go to another provider I’ve changed industries WISE Employment EX and EVP Report October 2023 Page 44 of 104

 “For what the role involves and with some of the tasks involved with customers, the salary doesn't meet expectations.” VIC DES Monash  Offering a good package. QLD DES  Benefits are good pay is just ok but not great in relation to the work we do. NT DES  Higher salary/or commission scheme. NSW DES lower compared to other companies.” (Dandenong) “We need to shift the needle back to clients and be allowed to focus on getting clients work ready instead of doing things that can simply be done by the relevant areas. The job does not align with the pay structure and people get stressed out because of demands … “…I also feel the the wages for my position should be hiked and even we should be given bonuses monthly and not quarterly.” completely, but when senior management knew I was leaving they made it known that Wise haven’t made anyone redundant, that they pay above everyone else but I you need to reassess this as you don’t anymore. QLD DES Review and revise salary information in job ads to clarify for candidates  The amounts advertised for the roles we are working are 75k ect however when in the role we get roughly 70k and 63k of that is base pay, the rest going into salary packaging. The pay should reflect what is shown on the job description for everyone going into the EC role. VIC DES  “Candidates are lost due to $74K salary being advertised (50%) are lost”  “Fix $74K salary amount in ads to clarify what it is made up of for the candidate”  Least favourite thing about on-boarding – “Job ads listing the salary as $74K. This causes confusion and wastes BM time explaining” I was very excited to come and work for Wise Woman because i wanted to help women get back on their feet after what ever issues they had been through. As i would have loved something around when i need help. I thought it was going to be a well being, building out ladys. But really it was just about number and point. Instead i saw a lot of pressure on all staff to get number up for placements and courses. Staff where not happy or fulfilled. Pay was not what i thought. The training was the worst i have ever experienced. Some of the moduals where not even WISE Employment EX and EVP Report October 2023 Page 45 of 104

current eg: 2018 - 2020. In the end i thought Well being was meant to be a big part of wise. That is not what i saw. I saw leadership people openly criticise staff in zoom meetings regularly. This did not make me think that this was a place i could be happy in. There are many issues and i was very disappointed. Left a good paid school job thinking that is was going to be paid more and ended up being paid less per hour. Seek advertising said 75K a year. I was getting 60K . I took a big life jump and was disappointed in many way. This have affected me emotionally and financially. VIC WFA Review salary structure with a view to salary banding  “Proper process would be good. And would be nice to have a hierarchy in the team based on experience.” Support  Need to think about the experience of candidates – some will have experience and others will not, more experienced candidates should have opportunity for higher salary either up front or at the probation mark opportunity to increase salary due to experience and commitment Introduce new Health and Wellbeing initiatives  “Resilience and a good support system is really important, some days will be very challenging and you can feel defeated.” VIC DES Bayside  Team members are looking for an holistic well-being offering  Cultural component to on- boarding (4C’s)  “After COVID-19, there has been no real allowance for staff to recover . There was limited support when we were supporting our Customers, our families and ourselves in what was a very scary time. Little to Better health benefits, commission for exceptional performance. NSW DES Health and exercise benefits. VIC WFA Increased pay and benefits WISE Employment EX and EVP Report October 2023 Page 46 of 104

 Despite the fact that we've had some staffing issues, some more team-building and non-work related fun could do us some good. TAS DES  Health/Gym benefits. TAS DES  My previous employer would have quarterly team lunches to celebrate as whole team. This created a great team environment more comradery with the consultants. it was a great opportunity to address any issues and offer support. VIC DES  Free counselling services or referrals for an external therapist for a discount. VIC DES  Fitness (gym/swimming) discounts In house psychologist for team members. NSW DES  Gym membership discount, mindfulness program to help manage stress at work and promote well- being. VIC WFA  It would be great that if we could get free gym no support or presence from Senior Management… The staff are tired . We have a job to do and we want to do it well but we are really tired.” “The role is very emotionally draining , and sometimes it goes beyond the bounds of what I can give in a day, there have been days where a bad day at work has carried across to my home life and ruined my night as well .” (Frankston) and actually paid them without having to chase it Work from home options. VIC DES Maybe consider everyone’s achievements when it comes time to increase salary each year. I’m now doing the exact same role in the same industry with a much larger salary and better benefits. QLD DES WISE Employment EX and EVP Report October 2023 Page 47 of 104

or other free sport session after work. NSW DES  Introduction of additional remuneration benefits  Better bonus scheme, petrol allowance as IWSC is expected to drive around everywhere to meet clients VIC DES  Bonuses for exceeding KPI’s VIC DES  Bonuses related to individual performance NSW WFA  Bonuses that are clearer and marked out to what you’d earn etc if you hit your marks NSW DES  Car allowance NSW DES  Car/meal allowance VIC DES  I think company car for ECs to as they can market clients. Offer commission to ECs for getting on board employers and also give EC's opportunities or days to go out and do field work to get some extra remuneration as EC's with family may need extra income NSW  Additional reward options to enhance offering and provide a competitive advantage Leave loading, maternity leave. TAS DES WISE Employment EX and EVP Report October 2023 Page 48 of 104

DES  Health Insurance NSW WFA  Fuel vouchers, lunch provided per month QLD DES Introduce flexibility with sick leave  Additional reward options to enhance offering and provide a competitive advantage Introduce new employee “Welcome Kit”  Cultural component to on- boarding (4C’s)  “We need to offer new team members an opportunity for a “wow” moment – Welcome Pack”. Introduce WISE Social Club and employee interest club  Connection component to on-boarding (4C’s) Provide staff parking/reimbursement  Parking when working at the office Brand & Social Enterprises  Carparking assistance SA WFA  Car/Meal allowance VIC DES  Parking allowance TAS DES  Parking assistance TAS DES  “Got a parking ticket Day 1” “I also think that WISE should be encouraging staff to stay with reimbursing their staff for parking , driving their car for marketing, stationary etc. It's not creating a good environment or making you feel valued as an employee. Some people are actually out of pocket due to having to pay for parking and it affects them as a person .” Car allowance for staff that travel between sites. Pay for staff parking or have arrangements for staff working at offices with no free parking. I received multiple fines and to avoid fines I would walk 10 minutes in the rain to get to my job. I was told in my interview that parking was free and that they’d park and not get fined. I was fined 2x at the price of $96. VIC WFA guaranteed staff parking on- site instead of double parking and having staff move their cars throughout day better bonuses - earning 25k income for the company WISE Employment EX and EVP Report October 2023 Page 49 of 104

for a $750 bonus does not seem fair for the amount of work needed to get to that outcome more leave - personal, mental health days. VIC WFA Review KPI/Incentive program for Employment Consultants  “I dislike that there is no form of shared credit with placing participants between ECs. It incentivizes me to hoard possible jobs I find on marketing day rather than offer them to other ECs. I think this goes against the point of our industry.” NSW DES  “The role is very complex and hard to adjust in a first month, a strong focus on targets make it stressful to think about on- boarding as you constantly stressing about reaching KPI's which feel unobtainable in first couple of months.” VIC DES  “I really enjoy the work but the constant talk of KPis and my BM being only really concerned with the bottom line is killing any joy i feel for the company there is a real discontent from the customercentic side and the money side my BM is too concerned “ Key Performance Indicators are too high , and unachievable in this job market.” (Chatswood) “… Customer Centric approach does not feel like the priority now . It feels as though anchors are the priority and getting people into jobs to meet KPI's. It is disappointing to see people placed in employment that is setting them up to fail but placing them due to fear of not meeting our Key Performance Indicator’s . New staff are adding excess pressure to sites with huge gaps in their training. “ “I love the work and environment but the pressure of trying to reach a Key Performance Indicator is stressful. Some circumstances are out of my control but I'm the one being punished .” (Mt Druitt) “I do understand any kind of business require The push for results at the cost of the JS. QLD DES Balanced Scorecard/KPI. QLD DES Less KPIs. VIC WFA I was very excited to come and work for Wise Woman because i wanted to help women get back on their feet after what ever issues they had been through. As i would have loved something around when i need help. I thought it was going to be a well being, building out ladys. But really it was just about number and point. Instead i saw a lot of pressure on all staff to get number up for placements and courses. Staff where not happy or fulfilled . Pay was not what i thought. The training was the worst i have ever experienced. Some of the moduals where not even current eg: 2018 - 2020. In the end i thought Well being was meant to be a big part of wise. That is not what i saw. I saw leadership people openly criticise staff WISE Employment EX and EVP Report October 2023 Page 50 of 104

about the money which is a perfect example of why Job active might not be a great fit for DES” VIC DES Latrobe Valley  “I understand there needs to be a KPI- therefore the anchors. However, if we are trying to be customer centric, we need to understand that every participant has a different timing and we can't push them to start work immediately, it takes time.” NSW DES Central West Sydney sustainability of revenue to keep the business alive however part of our job is to look after vulnerable and disadvantaged clients in community. Due to heavy work load as case manage, such as administration, just get Key Performance Indicator targets- unable to deliver quality of service and work with participants who requires heavy support with everything their do additional to that majority of participants suffer mental health conditions.” (Brookvale) “Bonus structure set is not achievable and target gets doubled which is unfair .” (Werribee) I feel burnt out because the targets set for me do not align with revenue goals and fail to consider the effort required by participants to become job ready. This disconnect makes me feel frustrated when I have to push these targets onto my team, who often feel defeated when they cannot meet the unrealistic expectations. Additionally, the constant changes and relentless pressur e contribute to my exhaustion. Despite understanding the need for in zoom meetings regularly. This did not make me think that this was a place i could be happy in. There are many issues and i was very disappointed. Left a good paid school job thinking that is was going to be paid more and ended up being paid less per hour. Seek advertising said 75K a year. I was getting 60K . I took a big life jump and was disappointed in many way. This have affected me emotionally and financially. VIC WFA guaranteed staff parking on- site instead of double parking and having staff move their cars throughout day better bonuses - earning 25k income for the company for a $750 bonus does not seem fair for the amount of work needed to get to that outcome more leave - personal, mental health days. VIC WFA Mental health training for manager and team, flexible working arrangements - allowing staff to work from home to manage work/life balance, adequate staff to cover leave, less KPI focussed and more on employee health and wellbeing. VIC WFA WISE Employment EX and EVP Report October 2023 Page 51 of 104

revenue and the department's target-setting process, I feel that our efforts and improvements are not recognized or valued . This lack of recognition makes it challenging for me to motivate my team to improve, as it seems like we are failing in all areas. Although I can see our success when I take a step back, the pressure placed on myself and my co- workers forces us to apply pressure downwards, as we cannot shoulder the burden alone. Overall, this situation feels incredibly tiring .” “I feel that while Key Performance Indicators are necessary, the constant pressure when most of the time the results rely on other people to achieve can be stressful .” Meal support during difficult times  Cultural component to on- boarding (4C’s) Develop and introduce career pathways One of the key attributes team members perceive as value they gain through employment is Opportunity for development Career opportunities. NSW WFA No career progression. VIC DES At both interviews for my role at WISE, I asked about the opportunity for growth, promotion, increase my salary in the role. Both WISE Employment EX and EVP Report October 2023 Page 52 of 104

interviewee's assured me that these would be available. I didn't see any promotion, I had increased responsibilities, the only growth was self directed which also meant more responsibilities. I did ask my manager about the possibility for an increase in my salary due to the responsibilities, contributions and impact I was making 4 months before leaving my role and was told no. I was offered a new role and wanted to do the right thing my WISE so gave them the opportunity to match my offer in salary, all of a sudden there was the opportunity for promotion and increased wages but it still didn't match my other job offer. North Melbourne Office of the CEO Base salary & growth opportunities VIC DES Better opportunity to further my career. More flexibility in the position. Better pay. Far less inter office gossip and whining. NSW DES Career progression. NSW DES Career progression into a management role, hybrid option and higher salary. NSW DES WISE Employment EX and EVP Report October 2023 Page 53 of 104

More flexibility with working hours, management dont care if you work through your lunch break but if you wanted to leave early because of that you have to put in for leave. SA DES Promote internal vacancies weekly Provide opportunities for development System and Process Improvements “While my BM was on leave just before Christmas we had a BM assisting from another site. When my BM returned to work this week she made it clear that everything that I and others where taught by the acting BM was not correct. This added another layer of stress on me and once again made me reconsider my reason for staying at WISE.” TAS DES “Review the systems and processes - Reference and police checks - 3rd party made it difficult” “Only thing - it wasn't very organised - didn't get access to systems, nothing was done, spent most of the day getting everything sorted.” “Systems frustrating” “Introduce process to set new team members up in systems prior to Day 1 eg. MyGov ID, module training” “A lot of issues around the process and systems (NDIS)” “HM is not kept across recruitment progress once an RFC is submitted.  HR does notify HM when contract is sent and signed contract received but this should be automatic within our systems” Likes least about recruitment – “many systems and things to “I would like to highlight two key concerns: the reactive approach to change within WISE and the pressure to work long hours . Regarding change management, I feel that changes are implemented without a well-thought-out plan and a chance for results to build over time. Instead, it seems that if we don't see immediate results within a month, another change is pushed forward . This approach fails to consider the time needed for team members and participants to adapt to changes and improve their execution of processes. Despite voicing my concerns prior to contract changes, my feedback was mostly ignored. Now, my team regularly brings up the same concerns I raised, indicating that these It would have been great to have a better reporting system and response times to building these after requesting them from IT. NSW DES Honestly, WISE is one of the most well known employment agencies with technology which is ancient and one of the lowest paying for DES. People are great, but there is a lot of overlapping with the workload which would be reduced with a better system in place. VIC DES A file note system where some smoothlined operation and also pre determined text already. Or answering specific questions in a file note. NSW WFA WISE Employment EX and EVP Report October 2023 Page 54 of 104

follow, a lot of rules to follow with no clear guidelines. Would be great to have a flow chart. Something easy to follow and who’s responsible for what at what stage. Clear instructions” Liked least about recruitment – “Double, triple handling of information” “No streamlined approach” “Streamline the processes, provide better systems to take away the manual processes” “Forms that don’t work properly” “Forms and documents all in different places” “Different browsers for different programs and not knowing which browser to use” “Very frustrating disjointed process” “Not having a brief to provide to the RA. Previously RAs were heavily connected to HM and formed a strong relationship.  David and Katie would come out to site and support the HM” “Need some type of automated workflow” “Update forms, some are very outdated eg. No provision for hybrid working, fully remote working, forms still list keys to changes aren't helping them. It feels like there is a lack of follow-through and genuine consideration of feedback, resulting in a sense of virtue signalling without tangible improvements. Regarding the pressure to work long hours, while I am advised not to extend myself beyond regular working hours to maintain work-life balance and set boundaries, the workload often requires more time than can be accommodated in a typical workday . As a result, I find myself working extra hours, including late nights, weekends, and early mornings, in an attempt to keep up . Despite my best efforts, I still feel behind. This situation is not solely due to my own shortcomings, but also because of factors such as double handling, frequent changes to workflows, and the need to assist the team with their workload due to ongoing system issues and slow speeds. WISE Employment EX and EVP Report October 2023 Page 55 of 104

filing cabinets” Improve equipment delivery and system access 44% (101 of 229) of team members interviewed indicated that technology lack of correct equipment or technology or technology issues prevented them from getting their work done “PC didn’t arrive until Day 10” “Laptop kept crashing every time I opened a Zoom meeting, persisted for two weeks and then got a replacement, all good after that” “Day 1 temporary laptop, had to use personal mobile, waited 3 weeks for laptop and phone as no stocks available” “No mobile phone headset, charger or laptop bag” “IT were late in sending equipment, then post office messed up the delivery so had to have a second laptop sent to her (didn’t receive the first)” “Sometimes have to follow up regarding equipment delivery. Equipment sometimes turns up late and broken” “Equipment lacking for hot desking at Head Office” “Keyboard, mouse and stationery bought from Kmart as too difficult to get from IT” “Hiring Manager will generally hold on to equipment of departing team members so no WISE Employment EX and EVP Report October 2023 Page 56 of 104

delays with new team members (even though it costs her to do this)” “If equipment is required from Head Office it takes 2 weeks to arrive even with Express Post, don’t have 2 weeks to wait for new employee to start in this region, they usually start straight away.” Update technology  “System issues and the extremely slow applications extend the time of the process. training would need to be looked at as this should be done after commencement, this avoids issues and errors which need then to be rectified. Waiting still for equipment like headsets, monitors, wireless mouse and keyboard etc has still not arrived.. having to hold your phone whilst on a phone appointment does not make it easier to do your job. The process needs to be streamlined and smoothe otherwise it does become a challenge when you have clients back to back, this could change from FTF to phone appt next.” VIC JA South Eastern Melbourne and Peninsula See above WISE Employment EX and EVP Report October 2023 Page 57 of 104

 The new WFA system. Issues with viewing jobseekers calendars and booking provider events and timeslots. Very laggy system - no smooth transitions and difficult to navigate.” QLD DES Tweed  “I would like to have laptops for customers already established at each site or have customers monitors in the training room.” VIC JA Western Melbourne  “I guess my main thing is the tracker on tunnel. I have put my ideas into IT department. It would be easier if the tracker could also Incorporate payslips alongside the dates and an area to put in comments. That way all evidence is in one place and also accessible to see in one screen” QLD DES Outer North Brisbane  “The cloud storage connection speed is very slow.” Training Services RTO Improve communications between internal departments Research indicated that there was a lack of communications both between departments and interdepartmentally Processes weren’t main stream and poor communication. NSW DES Unfair Manager before the new manager took over. poor training. Poor WISE Employment EX and EVP Report October 2023 Page 58 of 104

communication with trainer and previous manager. Favouritism. DES VIC Review and revise entry and exit surveys and process Research indicated that team members would like multiple opportunities to provide feedback both via person to person and online surveys Review your managers. Anonymously contact your field team and have them do surveys like this. It doesn't matter if people had the opportunity to leave, most team members suffering are still there. TAS DES You put out a survey about flexible working arrangements and nothing ever happened. Always empty promises . VIC DES Heaps. Try calling all the old staff who left and not send a survey. QLD DES Introduce community sponsorship EVP research indicates that team members are looking for a more human deal centred around the whole person, designed to provide an exceptional life experience and focused on the feelings and features that match employee needs. The Human Deal includes deeper connections including strengthening an employee’s family and community connections. Introduce company-wide celebrations  Cultural component to on- boarding (4C’s) Calendar of Events One of the attributes team members and potential team members perceive as a value to be gained through employment with an organisation is People WISE Employment EX and EVP Report October 2023 Page 59 of 104

and an attribute associated with this is camaraderie. Increase resources in all areas to support resource gaps  We are not fully staffed so workload is heavy, yet expectations are still the same.  Case loads too big need more staff to spread the load. NSW DES On-boarding research indicated that many hiring managers and team members are struggling to keep up with their workload and juggle priorities. There was also high evidence of under resourcing in areas. “Week 2 – I was basically told, these are your customers, go for it, she had to ask her team members what to do when flags came up, then someone would come over and help her. Didn’t have time to show her how to fix it, they would just fix it and leave, so she wasn’t learning how to fix it herself next time”. “Started at end of month which made it very difficult as her BM and co-workers were all busy sorting out end of month so didn’t really have the time to spend on induction and training”. “I felt like a burden sitting asking questions as my co-worker had so much to do”. “Worst part was coming in and not knowing what she was supposed to do, feeling like “figure it out” and no one wanted to take the time to help you. She didn’t feel needed. BM was doing appointments Day 1 as they were so short staff.” “Often don’t have a full team. “Trying to juggle priorities that are constantly changing while also supporting a team and driving performance can be physically and mentally draining.” “I think a lot of pressure and drive to get results within the job role. The nonstop constant work sometimes without a break, feel like lots to do, never enough time .” Regarding the pressure to work long hours, while I am advised not to extend myself beyond regular working hours to maintain work-life balance and set boundaries, the workload often requires more time than can be accommodated in a typical workday . As a result, I find myself working extra hours, including late nights, weekends, and early mornings, in an attempt to keep up . Despite my best efforts, I still feel behind. This situation is not solely due to my own shortcomings, but also because of factors such as double handling, frequent changes to workflows, and Understaffed. QLD DES Workload North Melbourne Office of the CEO Workload expectations QLD DES I asked numerous times for additional support and was denied this. VIC WFA Being understaffed for the duration of my employment. The workload was high and the expectations were higher. My mental health was suffering. QLD DES Better opportunity to further my career. More flexibility in the position. Better pay. Far less inter office gossip and whining. NSW DES First, I had applied for a job in Ringwood but got placed in lilydale. I live 7 mins away from Ringwood and was very disappointed that I had to be placed in lilydale. A new staff member was meant to come to Lilydale as she had applied for Lilydale and was placed in Ringwood. Lilydale WISE is not an ideal office. We office shared with Sarina Russo and they were only there Tue/Wed/Thursday. The WISE Employment EX and EVP Report October 2023 Page 60 of 104

Majority of the time the whole team haven’t been there as they are often off sick or turn up late or when they feel like it…… has only had probably 2 days fully staffed as staff don’t turn up” Worst part of on-boarding – “Not being able to get to know people better – this can come down to their work load – being busy” the need to assist the team with their workload due to ongoing system issues and slow speeds. “I see the same Employment Partners, daily, working in the office until up to an hour after close . I feel this is an unhealthy habit and puts pressure on others to do the same. I also choose not to progress within this organisation due to the after-hours work the Business Managers do .” “High work load for staff and managers, very admin heavy and poor staffing structure and limited resources .” (Adelaide) “There could be more resources in areas which are not administration or claims tasks …” coworker I worked with was sick throughout her pregnancy so I was left many times alone in the Lilydale office seeing clients and feared for my safety when Sarina Russo were not there. I raised this with Anita and she tried to ensure I wasn’t left alone but due to short staffing I was and had an extremely vulnerable client who had previously threatened me alone in the office with me. VIC DES Mental health training for manager and team, flexible working arrangements - allowing staff to work from home to manage work/life balance, adequate staff to cover leave, less KPI focussed and more on employee health and wellbeing. VIC WFA There was no team. I had my caseload. I served my caseload as well as I could. No one was there to help or advise. VIC DES More resources - all we hear is that everyone is busy and stretched and working late. VIC Brand & Social Enterprises Revise candidate checking process On-boarding research found many candidates and team WISE Employment EX and EVP Report October 2023 Page 61 of 104

members are frustrated with the police check and reference checking process. “Candidate checks take too long and candidates have been lost” “Took 4-5 days to work out CV Check which held up the process and was frustrating” “Difficulty with understanding CV Check instructions, not clear for non-Australians”. “Didn't have passport for police check - 6 mth wait on new passport and jumping queue costs and still takes 2 mths – painful” Prioritise employee contract preparation and distribution “Generally have 48 hour turn around requirement, often the candidate doesn't get the contract and HM must follow up “Depending on  RA/HR contact you will find out where the contract is in the process and if is has been signed and returned” “Likes least about recruitment: Not getting information about where a candidate is in the process at contract stage” Review and revise internal recruitment communications See above Review and revise all training materials, policies  “I feel the training was adhoc and not The need for a revised training offering was highly mentioned “At times I feel there is a lack of communication to I was very excited to come and work for Wise Woman WISE Employment EX and EVP Report October 2023 Page 62 of 104

and processes structured, which in turn has been slightly unsettling” QLD DES  “I love the job but I just feel that the training in how to provide the service and all aspects of how to add placements/activities and such into the IT system needs to be improved” WA WFA  “Further training” NSW DES  “I feel the training at the beginning could be better structured to give the EPs time to understand at least the fundamentals of servicing a client with hands on case scenarios or actual modules for discussion with demos of how to go about the case and where perhaps you may adjust CMT, file notes etc.. Also important to understand in detail what is displayed on WFA page means what to do within each section. As studying modules in first week did not serve much help in building skills and confidence. Sitting shadowing was ok but still it needed to be structured as in having a time table to sit and during on-boarding research interviews managers, emails, messages go unanswered and just left in the dark.” “The lack of communication between management and my team has caused other team members to create a gossip culture . This culture has caused some team members to leave the organisation or take stress leave. The team needs to understand changes that are happening and why. I have no conflict or issues why any team member however it bothers me to enter an office where there is divide and management rewarding bad behaviour . I raised a privacy breach concern that happened with a team member earlier this year who happen to be in a leadership role and nothing was done about it or at least I was never updated on the outcome. This person is still in a leadership role.” (Campbelltown) “I feel like we are untrained counsellors . I do not have the training or qualifications to deal with some of the situations and issues that arise with lots of my clients. I am not sure if I am provided the correct support for them.” (Caboolture) because i wanted to help women get back on their feet after what ever issues they had been through. As i would have loved something around when i need help. I thought it was going to be a well being, building out ladys. But really it was just about number and point. Instead i saw a lot of pressure on all staff to get number up for placements and courses. Staff where not happy or fulfilled. Pay was not what i thought. The training was the worst i have ever experienced. Some of the moduals where not even current eg: 2018 - 2020 . In the end i thought Well being was meant to be a big part of wise. That is not what i saw. I saw leadership people openly criticise staff in zoom meetings regularly. This did not make me think that this was a place i could be happy in. There are many issues and i was very disappointed. Left a good paid school job thinking that is was going to be paid more and ended up being paid less per hour. Seek advertising said 75K a year. I was getting 60K. I took a big life jump and was disappointed in many way. This have affected me emotionally and financially. VIC WFA WISE Employment EX and EVP Report October 2023 Page 63 of 104

explore important parts of the service or doing a training session with the training team is a great!!” VIC WFA South Eastern Melbourne and Peninsula  “A short induction session within a month of starting, especially for those who are entering a new industry.” SA DES South East  “A virtual call centre training program would be beneficial prior to starting the role as we didn’t have any training on taking calls as such as this option was not available- it would help those first few weeks calls run quickly and smoothly had a full training program been undertaken rather than only learning on the job as it’s very independent.” NSW JA Sydney Greater West  “I personally find that training which happened after we started commencements should have been done earlier, I do understand its new system and new contract but overall I “That we are not trained counsellors and I think some training in this field would be beneficial to all team members to be able to understand our participants more and to be trained correctly for our own health and wellbeing.” (Hobart) “Some people in my team do not care about the wellbeing of others, they are in it for themselves and only themselves. They will belittle you and complain about everything they possibly can. There is so much favouritism in my office. One of the people that I work with barely shows up to work and takes two hour lunch breaks and nothing is ever done or said about it . Another person is five minutes late and they are ridiculed.” “Everyone else in my office takes their half hour break or - for one person longer, then they will go for a 20 minute walk and then another walk, or a smoke break. How is that fair? ” “I think that a lot of things need to change within WISE. I am unsure if WISE' team members Mental health training for manager and team, flexible working arrangements - allowing staff to work from home to manage work/life balance, adequate staff to cover leave, less KPI focussed and more on employee health and wellbeing. VIC WFA Management Training Unprofessional behaviours within immediate management team. NSW DES When you ask things to be fixed Manager would say thay are go to get it fix and they don't. QLD DES Working for wise and the way I was treated and bullied by staff and senior management alike in 2 weeks, my mental health took a massive hit. QLD DES Anxiety and depression due to stress from manager. SA DES Appauling mamagement unorganised it was like working for a teenager who wore thongs to work and treated staff like drunk friends at a party. Left after 2 weeks as im a striving well WISE Employment EX and EVP Report October 2023 Page 64 of 104

found that after those sessions i was more confused especially training for initials where we were shown step by step process of initial appointment after we have been doing them well over 5 weeks. I just think this should have been done earlier.” VIC JA  “I'm not sure if it's just because I came from another provider, but I've had no training in how to use WISE systems - Tunnel, WiseConnect, WISE Wellbeing, Finance processes, phase moves, claim evidence standards etc. I'm also unable to ind procedural guides for how processes should be completed at WISE, which can mean I'm tied down trying to get this information from other team members or managers (who also have varying versions of how something should be completed). Having these tools/knowledge available right from the start would allow me to perform my role more efficiently.” VIC DES Yarra  “It would be nice to actually hold the values and culture that WISE are aligned to . “ mannered person who appreciates a good work ethic and Wise (site name removed) was more of a joke. TAS DES Business Manager, Regional Manager and Sales Performance Manager favouriting only males having them fast tracked into higher paying roles where I took on another role to what I was employed as with alot more responsibilities and did not have a position title change or pay increase even when asked about my business manager said the role doesn't exist .... even though I was doing the role and other people in every other location had a PPS/IWS person. NT DES Care for self and Manager Treatment. QLD DES Executive manager’s attitude towards staff. VIC WFA Management inability to deal with issues that are raised and the clear nepotism from the management. NSW DES Management Team who cares about and rewards good staff. VIC WFA WISE Employment EX and EVP Report October 2023 Page 65 of 104

have some extra training for the people that had to start the roles in isolation because of covid” TAS DES West and North West  “It would be good to see a more detailed training plan on what is required to be completed and what is the expected learning with a particular time frame.” NSW DES Inner Sydney  “I wish there is a proper in depth training provided to an EC about the exact responsibilities of EC as what to do and what not to do in order to not to get into trouble and how to deal with complicated clients which helps an EC to do their job independently without depending on others for help specially in these pandemic situations, starting the job working from home with least support.” NSW DES Liverpool  “As mentioned above, the training is lacking. The induction with the training dept is awesome but then going into the office where you are meant No support from direct management BM. VIC DES WISE Employment EX and EVP Report October 2023 Page 66 of 104

to get the on the job 'how to' falls to the side.” VIC DES Peninsula Management Training  “Staff in leadership positions need training to supervise and manage appropriately.” Social Enterprises  “From what I've observed higher management doesn't want an honest opinion but want the answer they're waiting for. I've noticed if the manager takes it the feedback as negative the individual who stated their opinion gets pushed out of the group. I don't appreciate the favoritism that obviously occurs in the workplace with specific people, rule of thumb if the whole office notices it and is aware of it, its pretty bad.” QLD DES North Brisbane  “More direction and leadership from BM, clear scope of KPI's. Would like training on the reporting functions of insights. Have not yet had induction. Teaching myself how to you the system.” WISE Employment EX and EVP Report October 2023 Page 67 of 104

VIC DES Latrobe Valley Introduce competency based assessments “Worst part of on-boarding: Not being able to measure an employee's competency levels throughout on-boarding” “Worst part of On-boarding: Lack of competency checking” “Worst part of On-boarding: Competency - are they competent or not and then provide support to get them competent”. Introduce formal on- boarding program  “More regular health check-ins with new staff and better on- boarding processes (aside from induction)” VIC DES  “I would love a proper on-boarding program for new team members in the job provider area” NSW JA Sydney Greater West  “I would like to have feed back on how I am doing, and have job security as I would like to stay in Wise the rest of my working life and I aim to perform with excellence” WA JA Perth South  “An official induction process on commencement of employment so that all procedures are covered . Also so team Do differently: On-boarding plans detailing what you should do each month then mid probation check in Do differently: Until defined role based on-boarding plans in place, help HM to develop On- boarding plans “Develop and introduce role based on-boarding plans. Plans should be flexible to adapt to suit the individual needs of the new employee and department requirements.” WISE Employment EX and EVP Report October 2023 Page 68 of 104

members feel valued communication that welcomes new staff by using introductions to other members of the team as well as participants.” TAS DES Hobart Review and revise induction programs On-boarding research revealed large inconsistencies across the organisation for employee induction. Introduce Employee Experience Action group To understand the needs of team members, team members need a voice. An employee action group is recommended to provide one avenue for employee voice. Introduce Zoom channel for employee suggestions and feedback on experiences Further channel for employee voice Introduce short regular questionnaires for regular information gathering Further channel for employee voice Identify diversity of workforce and promote diversity and inclusion internally and externally One attribute team members value in an organisation is inclusion and diversity. Team members interviewed during the on-boarding research indicated they would be interested in social groups Promote WISE Family culture internally and externally Introduce the peer interview during recruitment On-boarding research indicated that team members would value the opportunity to interview with their potential peers prior to accepting an offer of employment Introduce “script” for all Recruitment Advisers and Hiring Managers when first On-boarding research revealed large inconsistencies in what a candidate is communicated WISE Employment EX and EVP Report October 2023 Page 69 of 104

speaking to candidates during the recruitment stage Introduce new employee “pre-start” site introduction Team members and Hiring Managers interviewed during the on-boarding research indicated they would like to attend their work site and meet their co- workers prior to their first day All candidates to be notified of outcome process Team members interviewed during the on-boarding research indicated they wish to be advised of their job application outcome or advise upfront if they will only be contacted if their skills and experience meet the critieria for the role. Introduce recruitment support structure for Hiring Managers (including tool kit) Hiring Managers indicated they would like support and tools to assist them during the recruitment of new team members Introduce regular check ins including mid probation check in for team members  I think more regular check ins about the role and how I’m going. NSW DES  Following up/through - Communication - Providing feedback/training where necessary. VIC DES  Would love to have more one on one time with others in the team and with Manager as feel this is how we collaborate and grow from each other, IWS have a weekly meeting and I feel it would be beneficial if we could also - even if it is 30 Team members indicated they would like to understand how they are performing mid probation period As someone completely new to employment services I would have liked to have more feedback around how I was performing my role. Both the good and the so so great. My manager did check in with me weekly with regards to process related issues, system access and ensured I was accessing relevant training materials, though I was never asked how I was finding the job, how I was coping with it, what I was doing with clients etc. If I had been asked this I may have spoken up earlier about how I was struggling with the juggle between work/family. WISE Employment EX and EVP Report October 2023 Page 70 of 104

minutes  More in-depth feedback about what I'm doing (whether that is good feedback or constructive criticism). Marketing & Communications  More one on one and further training QLD DES  Providing instant feedback, assisting in finding solutions or leading towards finding a better solution. NSW DES In past roles I have had ‘supervision’ which entailed going through my caseload with my manager every few weeks to ensure I was on track with my service delivery and doing all I could for them - this was never offered, instead I had to approach my manager directly about each client and rely very heavily on my workmates for help. I often felt like I was doing what I thought was the right thing and just hoping I was on track floundering would be a good way to describe my first month which is an uncomfortable feeling when you’re dealing with clients. TAS DES Provide virtual space for sharing of ideas and experiences for managers On-boarding research interviews revealed the great ideas and approaches that different Hiring Managers have that could be shared with other managers and help improve consistency across the organisation Review IEP roles  I think the IEP roles should be tailored for each state. Gold Coast unfortunately doesn't have an IEP and we could really utilize someone to be able to break into industries and markets within this region. The gold coast is a large place the majority of the IEP industries are an hour Need to have more access to IEP's to assist our customers & they need to spend more time with them to see their potential. NSW DES WISE Employment EX and EVP Report October 2023 Page 71 of 104

away from us, making it difficult to place customers. If we had an IEP that could work across multiple industries, and just cover 1 area, I think it would be very beneficial. I understand how the current model would work effectively in Victoria and New South Whales, but it doesn't work here. QLD DES  “Would love to see an IEP focused on the Hornsby/ Central coast areas” NSW DES Central West Sydney Introduce “buddy” system  “I love my job, I love the duties of my job. I just think it would be easier to do my job if the site was properly set up to service the amount of staff we have on the floor” WA JA Perth South On-boarding research revealed that buddies are used in some parts of the organisation and were a valuable tool to assist new team members. Team members that hadn’t experience a buddy indicated that they would have liked a buddy when they first joined. More thorough training especially when brand new to employment services. Assigned a buddy in the beginning months to assist with understanding the rolez to get the best outcomes for the company & personal performance. NSW DES Introduction of Flexible working  “All for more flexibility” SA DES Gawler  “I love working at Wise, just was informed of work life balance, WFH etc which is not the case.” NSW DES Outer Western Sydney Both Hiring Managers and non- hiring managers stated their desire for some type of flexible working See below and as follows: “I think peoples value being placed on whether they are full time or not within our organisation is really disappointing especially when you are performing/outperforming but still put in the nothing can be done or no time/progression can be made with you or your A great factor would be work life balance and flexibility and remuneration. NSW DES ADO every month. VIC WFA Better opportunity to further my career. More flexibility in the position. Better pay. Far less inter office gossip and whining. NSW DES WISE Employment EX and EVP Report October 2023 Page 72 of 104

career as you cannot work full time etc.“ “Working 9am-5pm5 Monday-Friday with no RDO or flexible time makes it difficult in my personal life or booking appointments for my children ... I also struggle to book just general medical appointments for myself due to specialists only being available at the same time as my hours. This makes looking after my family and myself a financial struggle as I then use Annual Leave or Sick Leave entitlements that are being used for appointments rather than what the leave should be available to use it for, or where possible using my weekend time where I should be spending time with my family, and recharging myself in prep for work, taken in other ways. This is leaving me feeling constantly drained, tired, fed up, and burnt out; which in turn impacts my mental health, my emotional state and limit of what I can endure both in my work and personal lives .” (Lake Haven) “I would like a 9 day fortnight or a ' mental Career progression into a management role, hybrid option and higher salary. NSW DES Mental health training for manager and team, flexible working arrangements - allowing staff to work from home to manage work/life balance, adequate staff to cover leave, less KPI focussed and more on employee health and wellbeing. VIC WFA Equal parental leave regardless of partner or main carer pay. Equal time off for father or mother. Paid overtime, Flexible start and finish times. 4 day work weeks following the 100, 80 100 model. NSW WFA Remuneration is poor No work from home flexibility will always see you losing staff. You put out a survey about flexible working arrangements and nothing ever happened. Always empty promises. There are employers out there that allow for flexibility. It is time Wise got with the times. WISE Employment EX and EVP Report October 2023 Page 73 of 104

health day each month.” Let the people have 1 or 2 days at home for admin/marketing. It will increase productivity. VIC DES Introduction of Additional leave days  Increased leave but taken has half pay “I am always tired at work, there are some people in the team that work really hard and others that get away with not doing much at all.” “Feel exhausted mentally by the continuous cycle and indirect pressure to achieve results” (Adelaide) “I would like a 9 day fortnight or a ' mental health day each month.” Guaranteed staff parking on-site instead of double parking and having staff move their cars throughout day better bonuses - earning 25k income for the company for a $750 bonus does not seem fair for the amount of work needed to get to that outcome more leave - personal, mental health days. VIC WFA Equal parental leave regardless of partner or main carer pay. Equal time off for father or mother. Paid overtime, Flexible start and finish times. 4 day work weeks following the 100, 80 100 model. NSW WFA Ensure a minimum standard of workplace environment at all workplace sites  “I love my job, I love the duties of my job. I just think it would be easier to do my job if the site was properly set up to service the amount of staff we have on the floor” WA JA Perth South  “I really wish we can have a stand up / adjustable desk, so we don't have to sit down During the On-boarding research some indicated that their work site wasn’t large enough, didn’t have the facilities required to cater to customer needs and was not a comfortable place to work Please provide an appropriate office space to service client’s professionally. Attempting to work out of an old building with no heating and cooling, dirty bathroom and kitchen facilities is not acceptable in this professional environment. If wise would have followed through and given me the tools and space to service WISE Employment EX and EVP Report October 2023 Page 74 of 104

too much.” NSW DES St George-Sutherland appropriately, I potentially could have stayed. It’s a shame lots of good things about wise, I could No longer achieve goals and cHnge lives working from home, cafes and libraries. I would like to see wise take in more of a professional attitude, and be respectful of colleagues. VIC DES My manager belittled me. During the 2021 lockdown I had several customers attend a phone appointment and whilst on the phone they advised of either being in active intent or ideation of death by suicide. One of these times I actively had to talk down a customer from their balcony edge. As is protocol, I phoned my BM. There was no follow through regarding the client safety it was just ‘well they were alive when they hung up so let’s see’ Additionally when my BM asked if I was ok and o said no. They told me that they were ‘worried’ I wasn’t resilient enough for the industry long term and I needed to get over it because it ‘would be a common occurrence’. That was mid 2021. That’s when I decided to leave this role as soon as it was viable for me to do so. VIC DES WISE Employment EX and EVP Report October 2023 Page 75 of 104

Wise does not provide enough safety for its team members. Participants can become aggressive verbally and physically. After an incident would occur, the team would try to catch our breath and our manager would become angry how we didn't handle the situation good enough. She never even checked to ask if we were ok. Now im working at new job provider and I couldn't be happier. VIC WFA Shortage of staff and managing 2 people’s caseload, also my safety were reasons I resigned. VIC DES Review employee case loads  “Too much case load can't deliver a tailored approach to every client.” NSW DES Central West Sydney  “I am not sure if my caseload is slightly too large, or I need more time management training, but I struggle to get everything expected of me done by 5pm, and I know others struggle as well, which means there are improvements that can be made; its just a matter of where and what can be improved” Overload caseloads. DES VIC WISE Women staff need to be better trained before servicing people with such high barriers. Staff need to training in counselling and AOD. There needs to be consideration for staff as 100% of the caseload is high barrier and vulnerability. More shadowing and training before beginning servicing. VIC WFA Major stress from workplace in such a short period of WISE Employment EX and EVP Report October 2023 Page 76 of 104

NSW DES Sydney Greater West The following comment applies to a number of proposed enhancements:  “I see a lot of stress around in my co- workers. Everyone else is also new and trying to learn the role, yet we get the pressure of getting anchors, and don't forget to promote Wise Wellbeing, and Wise Choices, and Esher house, and market for your clients, and set our goals for the week, and report every day in the morning on what we are doing specifically, and then report again in the evening on what we did. But also, remember our compliance and know the system, update your job plans, do program reviews, re- engage non engagers, check your NFA's. We get 50 emails per day, and get in trouble when we don't reply to that one email that was important, but got lost amongst the others. And of course, we are doing 30 minute appointments with clients. There are only time leading to severe & dangerous health issues... I really tried to work through it.. but the environment was far too toxic & I & my family fid not deserve it. Thankyou for the opportunity.. but I am still in recovery.. The money was fantastic & the clients were so incredible however the impact on my health & the stress I was bringing home was not worth it. Lack of support minus a few beautiful & people & bullying. Also the amount of modules to read over & over gor about 2 months was rediculious & if I didn't understand I was expected to remember from the insane amount of modules or if I didn't I was given ANOTHER document instead then expected to know how to do the job.. & then not expected either.. but very much expected. HUGE case load while still finding my feet... eye rolls & side comments when I was trying to learn & the lack of support when I needed it & just being spoken at... very rude & unhealthy. VIC DES WISE Employment EX and EVP Report October 2023 Page 77 of 104

so many hours during the day. My issue is, I think, WISE knows this is a high stress job, and that there is high rotation. My manager is aware we are stressed and besides saying thank you for voicing your concern, things stay the same. We have lots of people on the edge of quitting. My solutions? Consider smaller caseloads for new people. Consider reducing the constant reporting to our manager. Reducing the amount of emails we receive. Have more staff per site - specially now in winter, there is always someone off sick. And as a general company policy, we need more sick leave. I've seen people come in sick because they can't afford taking the unpaid sick leave. and they come in and make everyone else sick, and then more people are off, and it's a vicious cycle. Your rent/mortgage, bills, etc don't wait for you to get better, you need the money every week. No one is unaware of the cost of living crisis we are going through at WISE Employment EX and EVP Report October 2023 Page 78 of 104

the moment. Did we learn nothing from covid times? Paid sick leave saves lives. We work with vulnerable people, we should not have to come in and make them sick, because we can't afford not to.” QLD DES Introduce a central resource database for individual departments eg. NDIS  “Time together with other SW to brainstorm/prepare sessions. Session planning is time consuming and sourcing the resources needed can be challenging. A central resource database to be accessible to all SW would be fabulous. Some people have brilliant resources/ideas that would be valuable for everyone’s use.” NDIS Some team members mentioned a requirement for a central database of information that can be shared amongst co-workers. One interviewee indicated that individual employment consultants used individual resources they had sourced themselves and that the sharing of these resources would be beneficial to both employment consultants and customers. Introduce employee recognition program at site/department level  I would like her to see edifying me or acknowledging my efforts and recognizing the work I do in the background to assist the teams. As I travel to different sites everyday , it will help create respect and motivate me . VIC JA “ Not getting recognized for the hard work that I do is disheartening. Being tarnished with the same brush as everyone in the team that may have not completed a task is frustrating.” “… not appreciated and not recognised for what is done, rather, especially for what isn’t done is hard when two offices are involved.” Lack of appreciation. VIC DES Not feeling valued or respected. NSW Strategy, Quality and Partnerships Was required to train new members of staff with no recognition. VIC DES I also felt under appreciated for the hard work I did. VIC WFA WISE Employment EX and EVP Report October 2023 Page 79 of 104

“I love my job but I am not being recognised for my work ever and it feels deliberate by someone in particular who is of power. This affects me immensely and feels like bullying to the point where others in the office are asking if I am ok.” “It comes down to a lack of praise for who I anchor and make progress with, it's more about being pushed to do more than reflection and gratitude for what I have done.” (Hobart) “My leader only cares about numbers , doesn’t appreciate all the hard work I do. It is never enough. If it's good, leader takes all the reward, if it’s bad - then blames staff .” 7.7 Appendix 7 Employee Comments Glassdoor Selection of Comments from Glassdoor (Last 6 months (May – October 2023) WISE Employment EX and EVP Report October 2023 Page 80 of 104

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7.8 Appendix 8 Proposed Initiatives to enhance EX and EVP Moments that matter Initiatives Ease of Introduction Status Responsibility/ Decision Maker/s My First Impression  Introduce new team member “Welcome Kit”  Introduce new team member “pre-start” to site  Introduce a “peer” interview during recruitment process  Review script (guide) for all Recruitment Advisers and Introduce script for all Hiring Managers when first speaking to candidates  Revise candidate checking process to resolve delays and issues  Prioritise issuing contracts  Introduce formal on-boarding program Simple Simple Simple Simple Simple Simple Complex Budget Not started Not started In progress In progress In progress On Strategic Plan? PC&C/Marketing Recruitment/Executive Recruitment/Executive Recruitment/Executive Recruitment PC&C/Executive PC&C/L&D WISE Employment EX and EVP Report October 2023 Page 92 of 104

Moments that matter Initiatives Ease of Introduction Status Responsibility/ Decision Maker/s My Development Core Pillar – Personal and Professional Growth Opportunities  Promote internal vacancies regularly  Introduce competency based assessments  Introduce buddy system  Introduce a learning and sharing space for managers  Review and revise all training materials, policies and processes  Introduce a traditional formal structured 12 month Graduate program  Introduce a return to work program (career break returners eg. Mothers, professional sports persons, etc)  Funding for team members for further studies policy to support team members in their career growth (full or part funding) Simple Complex Moderate Moderate Complex Moderate Moderate Simple (Budget implications) In progress In progress Not started Not started On Strategic Plan Not started Not started Not started Recruitment PC&C/Executive PC&C/Executive PC&C/Executive PC&C/Executive PC&C/Executive PC&C/Executive PC&C/Executive WISE Employment EX and EVP Report October 2023 Page 93 of 104

Moments that matter Initiatives Ease of Introduction Status Responsibility/ Decision Maker/s My Leader  Develop Leadership framework On Strategic Plan In progress PC&C/Executive My Connections Core Pillar – Develop Connections with WISE  Introduce WISE Social Club, Interest Clubs and Resource Groups for team members  Introduce Community Sponsorship program  Introduce company-wide celebrations/calendar of events to extend diversity and build connections  Introduce a buddy system Moderate Moderate Moderate Moderate Not started In progress Not started Not started PC&C/EXRG PC&C/Marketing/Partnerships PC&C/Marketing PC&C/Executive WISE Employment EX and EVP Report October 2023 Page 94 of 104