Real transformation. Measurable impact.

In 2017, a comprehensive organisational survey was conducted within WA Health Support Services (HSS) to assess the existing organisational culture. The results, when compared to global benchmarks, revealed that HSS ranked in the lowest 10% of all participating organisations. Low customer satisfaction and the presence of silos were identified as significant contributors to these poor results. 

To address these challenges and create a more positive workplace for employees and customers, HSS embarked on a Culture and Engagement Journey to be more Customer Centric. This initiative involved revitalising the organisation’s values, developing a comprehensive cultural strategy, and implementing transformative initiatives.

Transdev WA is an organisation of approximately 1000 people and part of the global Transdev transport group. It runs a number of public transport contracts for the Western Australian government. In 2019 Transdev WA was facing some significant challenges. 

These included:

• Loss of a major contract
• Lost time injuries
• Low employee engagement levels
• Absenteeism high
• Contractual performance on the decline
• Client satisfaction had decreased, and their perception of the organisation was Poor planning and not enough resources and Working in Silos

In the pursuit of growth, synergy, and enhanced competitiveness, Metso and Outotec merged to form a tier-one customer partner, driving the necessary change in the mining and metals industries. In the Asia Pacific region, the merger brought together employees from both Metso and Outotec, aiming to take the best of both organisations and evolve into the ‘best partner for our customers and the best place to work for our people’. 

To achieve the goal of becoming a tier-one company, it was imperative to transform the cultures of both Metso and Outotec and align them with a shared vision. The swift implementation of the new organisation was crucial for minimizing disruption, maintaining company performance, and reducing uncertainty for employees and customers.

Wespine Industries (a Wesfarmers company) is the leading softwood timber processor in WA. A workplace review highlighted that the organisation produced quality products and well skilled employees with the right intent. However it also revealed:

• The company was not well known in the community and by customers.
• Was reactive rather than proactive in communications with customers and employees.
• Silos existed negatively impacting productivity
• There was a gap in marketing their products to the construction/building industry.
• There was an opportunity to more effectively assist the industry to promote timber and grow market share in the face of competition from steel.