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Axus Foundation

Employee Engagement Survey

Comprehensive Report

Scope: All staff

March 2016

Insync Surveys Pty Ltd Melbourne Sydney Pos tal Address

ABN 58 108 768 958 Level 7, 91 William Street Level 20, 15 Castlereagh Street PO Box 16107

Melbourne VIC 3000 Australia Sydney NSW 2000 Australia Collins Street West

Tel +61 3 9909 9209 Tel +61 2 8081 2000 Melbourne VIC 8007

www.insyncsurveys.com.au Fax +61 3 9614 4460 Fax +61 2 9955 8929 Australia

Introduction

1.1 Purpose of this ReportThe purpose of this Employee Engagement Survey Comprehensive Report (this “Report”) is to form thebasis upon which the leadership of Axus Foundation can act to improve employee engagement andultimately performance. It highlights areas of strength and areas where improvements can be made. Italso acts as a baseline against which to measure the impact of initiatives that will increaseengagement.

It is important that this Report be interpreted correctly and be used in a constructive and sensitivemanner. To gain maximum value from this Report, it is suggested that Axus Foundation considerretaining an Insync consultant to assist in forming a set of actionable and measurable responses to thechallenges described herein.

This Report has been prepared at the request of Axus Foundation. It is based on the responses of theemployees of Axus Foundation to Employee Engagement Survey (“the Survey”) that was completed inMarch 2016. This comprehensive report should be considered in conjunction with the presentationgiven by Insync’s consultant to Axus Foundation. See page 25 for considerations regarding theinterpretation of this Report.

1.2 Data used to prepare this ReportThis Report has been prepared from the responses by each of the employees of Axus Foundation thatcompleted the Survey to each of the following categories of items and questions:

the 20 core survey items

any additional customised items chosen by Axus Foundation, and

any qualitative questions chosen by Axus Foundation.

The responses referred to above have been used without adjustment.

1.3 Respondent confidentialityData were collected in accordance with the Privacy Policy of Insync which is based on the principles ofconfidentiality and informed consent.

1.4 Invitees and respondentsA total of 2979 people from Axus Foundation were invited to undertake the Survey and 2415 completedresponses were received, a response rate of 81%.

1.5 Restricted use of this ReportThis Report has been prepared for the exclusive use of Axus Foundation for the purpose set out inSection 1.1. It may not be used for any other purpose, nor may it be provided to any third parties withoutour prior written consent.

This Report has been prepared in accordance with Insync’s standard terms and conditions. Insync, itsdirectors, shareholders, employees, agents and representatives, each expressly exclude allresponsibility and liability arising in any way from reliance placed by any third party on this Report.

Axus Foundation Employee Engagement Survey Comprehensive ReportScope: All staff© Insync Surveys Pty Ltd

March 2016Page 1

1.6 About InsyncInsync is passionate about helping organisations achieve sustainable high performance by measuringand improving employee, customer, patient, board and other stakeholder engagement.

We have conducted over 1,000 survey, research and consulting assignments over the last five years forsome of the largest organisations throughout Asia Pacific including: ACCC, ASX, Cathay Pacific, CSIRO,Fairfax, GlaxoSmithKline, John Holland, Johnson & Johnson, KPMG, Metro, Nufarm, Orica, QBE, Swire,Toll, WorleyParsons, Visy, AFL, Mission Australia, several federal and state government departments,many local councils and most Australian universities.

Visit www.insyncsurveys.com.au or call Melbourne +61 3 9909 9209 or Sydney +61 2 8081 2000.


March 2016Page 2

BackgroundThe Survey is founded on advanced academic, empirical and statistical research. The survey measuresnot only the level of engagement but importantly identifies the areas in the organisation that driveengagement. This is a powerful combination and extremely effective in identifying engagement levels inorder to achieve sustainable high performance.

The Employee Engagement frameworkThe Survey is based on the Insync model of employee engagement which is inspired by a combination ofinsights from both theoretical and empirical research in the organisation psychology and managementliterature. This research is incorporated into a framework that measures the emotional, cognitive andbehavioural aspects of engagement. The framework is supported by a detailed white paper. For thewhite paper or a complete list of the literature used, please contact your Insync project manager oremail [email protected].

Insync’s model encompasses 10 items that measure the level of employee engagement and 10 itemswhich measure performance in areas that have been shown to drive engagement levels.

There are three components in the engagement model:

Heart – employees are emotionally invested in the organisation. They are satisfied, committedand proud.

Head – employees think positive things about the organisation. They are enthusiastic andembrace challenges.

Hand – employees translate their positive thoughts and feelings into action. They go above andbeyond the call of duty and share willingly with their colleagues.

These three components are positively correlated. This means that an engaged employee shouldpossess an emotional commitment to the organisation (the Heart), enthusiasm for work (the Head) andengage in positive discretionary behaviour (the Hand) for the benefit of the organisation.

By assessing the level of employee engagement and what’s driving engagement, the Survey can identifywhat kind of issues are potentially acting as barriers to achieving an organisation’s engagement goals,where those problems are and what actions can be taken.


March 2016Page 3

Your Employee Engagement indexThis result shows the Employee Engagement index of Axus Foundation compared to Insync’s benchmarkdatabase.

Results are displayed as average raw scores and percentage of respondents who scored items either asix or seven on the seven point rating scale. The diagram and colour coding indicate how your averageraw score compares to Insync’s benchmark database.

Your engagement index compared to Insync’s benchmark database

Organisations in the top quartile typically achieve 70% favourable responses or above.

Organisations in the top decile typically achieve 80% favourable responses or above.

Average rawscore

%favourable

n

1 All staff 5.65 64% 2415

Your average raw score compared to Insync’s benchmark database.

Legend: # Bottom decile # Bottom quartile # 2nd and 3rd quartiles # Top quartile # Top decile


March 2016Page 4

Results by LocationThese results show where each Location has performed compared to Axus Foundation, each other andInsync’s benchmark database.

Results are displayed as average raw scores and percentage of respondents who scored items either asix or seven on the seven point rating scale. The diagram and colour coding indicate how the averageraw score compares to Insync’s benchmark database.

Axus Foundation engagement index compared to each Location

Organisations in the top quartile typically achieve 70% favourable responses or above.

Organisations in the top decile typically achieve 80% favourable responses or above.

ID LocationAverage raw

score%

favourablen

1 All staff 5.65 64% 2415

2 NSW 5.86 71% 403

3 VIC 5.71 65% 436

4 QLD 5.52 58% 370

5 SA 5.77 70% 163

6 WA 5.71 67% 306

7 ACT 5.59 62% 100

8 TAS 5.26 49% 158

9 NZ South Island 5.64 65% 262

10 NZ North Island 5.54 60% 217




March 2016Page 5

Engagement items tableThis table shows the cognitive, emotional and behavioural engagement of Axus Foundation employees.

The results are displayed as the percentage of respondents who scored items either a six or a seven onthe seven point scale. The colour coding indicates how your average raw score compares to Insync’sbenchmark database.

Survey item% fav.

1.1 I am proud to be working here 70%

1.2I would recommend Axus Foundation as a workplace to my family andfriends

45%

1.3 Overall, I am satisfied with my job 62%

1.4 I have a strong sense of belonging to Axus Foundation 59%

1.5I believe that my own success is important to the success of AxusFoundation

65%

63%

70%

75%

62%

67%

Engagement index 64%




March 2016Page 10

Drivers of engagement tableBelow is the engagement index for Axus Foundation.

The table shows the survey items that drive employee engagement. Other things being equal, improvingyour performance in these areas will drive an increase in employee engagement. These drivers ofengagement are listed in descending order of impact on engagement.

Results are displayed as the percentage of respondents who scored items either a six or a seven on theseven point scale. The colour coding indicates how the average raw score compares to Insync’sbenchmark database. Note that these are NOT the engagement items, which are reported on thepreceding page.

Engagement index 64%

Survey item% fav.

2.1 Axus Foundation cares about and is committed to me 50%

2.2I understand how my role contributes to Axus Foundation’s long termgoals and strategies

67%

2.3 My skills and talents are used to their full potential 52%

2.4 My work group is committed to improving productivity 72%

2.5Our senior leadership team has a vision for Axus Foundation thatinspires me

52%

77%

63%

2.8Our everyday actions and performance are clearly linked to AxusFoundation’s goals

64%

2.9Axus Foundation’s chosen values and behaviours are demonstratedevery day in my work group

59%

74%




March 2016Page 11

Engagement items by demographicThis table shows the survey items that make up the engagement index for Axus Foundation. Results are displayed as the percentage of respondents who scored items either a six or aseven on the seven point rating scale. The colour coding indicates how the average raw score compares to organisations in Insync’s benchmark database.

1. Engagement

Number ofrespondents

1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10

EngagementfactorI am proud to be

working here

I wouldrecommend

Axus Foundationas a workplace to

my family andfriends

Overall, I amsatisfied with my

job

I have a strongsense of

belonging toAxus Foundation

I believe that myown success isimportant to thesuccess of Axus

Foundation

Most challengesI face at work are

good learningexperiences

I volunteer to doextra work on

special projectsand initiatives

I happily do extrawork to help

Axus Foundationsucceed

I can envisage afulfilling futurefor myself at

Axus Foundation

I look forward tocoming to work

each day

All staff 2415 70% 45% 62% 59% 65% 63% 70% 75% 62% 67% 64%

Location

NSW 403 78% 59% 68% 65% 73% 70% 73% 83% 69% 72% 71%

VIC 436 70% 47% 65% 59% 65% 61% 67% 75% 66% 73% 65%

QLD 370 65% 37% 57% 52% 61% 56% 68% 68% 55% 59% 58%

SA 163 74% 63% 69% 67% 71% 70% 77% 76% 61% 69% 70%

WA 306 76% 45% 65% 67% 65% 67% 64% 75% 67% 74% 67%

ACT 100 67% 42% 57% 56% 67% 55% 75% 78% 59% 64% 62%

TAS 158 51% 20% 46% 44% 46% 52% 68% 62% 49% 55% 49%

NZ South Island 262 73% 39% 63% 59% 66% 69% 73% 77% 65% 69% 65%

NZ North Island 217 61% 43% 54% 53% 68% 59% 74% 74% 55% 60% 60%

Job level

Executive Team 315 84% 67% 77% 77% 86% 76% 77% 86% 80% 79% 79%

Senior Manager 403 68% 44% 65% 62% 70% 60% 70% 77% 64% 66% 65%

Supervisor/Team Leader 281 60% 41% 52% 52% 64% 57% 69% 69% 56% 59% 58%

Field Worker 674 67% 38% 56% 53% 60% 63% 67% 69% 56% 62% 59%

Administration Support 549 73% 45% 66% 59% 60% 63% 73% 77% 64% 75% 66%

Continued on next page.

Your average raw score compared to Insync’s benchmark database. Legend: # Bottom decile # Bottom quartile # 2nd and 3rd quartiles # Top quartile # Top decile * Engagement driver


March 2016Page 12

1. Engagement

Number ofrespondents

1.1 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.10

Engagementfac torI am proud to be

working here

I wouldrecommend

Axus Foundationas a workplace to

my family andfriends

Overall, I amsatisfied with my

job

I have a strongsense of

belonging toAxus Foundation

I believe that myown success isimportant to thesuccess of Axus

Foundation

Most challengesI face at work are

good learningexperiences

I volunteer to doextra work on

special projectsand initiatives

I happily do extrawork to help

Axus Foundationsucceed

I can envisage afulfilling futurefor myself at

Axus Foundation

I look forward tocoming to work

each day

Length of service

Less than 6 months 207 79% 49% 69% 57% 67% 66% 56% 75% 72% 75% 67%

7 months - 2 years 550 71% 46% 60% 53% 61% 63% 69% 71% 63% 68% 63%

2 - 5 years 665 65% 43% 55% 54% 65% 63% 70% 74% 57% 63% 61%

5 - 10 years 511 69% 42% 64% 64% 66% 62% 74% 76% 62% 68% 65%

More than 10 years 419 75% 52% 72% 69% 71% 64% 74% 80% 68% 73% 70%

Age group

Less than 25 years 431 72% 45% 60% 54% 58% 68% 65% 68% 59% 66% 62%

25-29 years 480 68% 45% 56% 55% 64% 65% 73% 74% 62% 65% 63%

30-39 years 582 68% 45% 61% 59% 67% 58% 69% 75% 66% 69% 64%

40-49 years 436 74% 45% 70% 66% 72% 67% 72% 79% 67% 71% 68%

50-59 years 241 75% 55% 72% 67% 73% 65% 75% 85% 68% 75% 71%

60+ years 95 79% 49% 75% 75% 68% 69% 74% 81% 57% 76% 70%

Gender

Female 1360 70% 42% 63% 58% 63% 63% 72% 75% 63% 69% 64%

Male 948 71% 51% 63% 62% 70% 65% 68% 76% 65% 68% 66%

Your average raw score compared to Insync’s benchmark database. Legend: # Bottom decile # Bottom quartile # 2nd and 3rd quartiles # Top quartile # Top decile * Engagement driver


March 2016Page 13

Engagement drivers by demographicThis table shows the survey items that drive employee engagement. They are listed in descending order of impact on engagement. Results are displayed as the percentage of respondentswho scored items either a six or a seven on the seven point rating scale. The colour coding indicates how the average raw score compares to organisations in Insync’s benchmarkdatabase. Note: these are NOT the engagement items, which are reported on the preceding page(s).

Drivers of engagement

Engagementindex

2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10

Axus Foundationcares about andis committed tome (Drivers ofengagement)

I understandhow my role

contributes toAxus

Foundation’slong term goalsand strategies

(Drivers ofengagement)

My skills andtalents are used

to their fullpotential (Driversof engagement)

My work group iscommitted to

improvingproductivity(Drivers of

engagement)

Our seniorleadership teamhas a vision for

Axus Foundationthat inspires me


Axus Foundationis committed tohigh standardsof performance


The person Ireport to is

interested in myjob satisfaction


Our everydayactions and

performance areclearly linked to

AxusFoundation’s

goals (Drivers ofengagement)

AxusFoundation’s

chosen valuesand behaviours

aredemonstrated

every day in mywork group(Drivers of

engagement)

Axus Foundationis committed tobest practice in

our industry(Drivers of

engagement)

All staff 64% 50% 67% 52% 72% 52% 77% 63% 64% 59% 74%

Location

NSW 71% 60% 76% 61% 80% 62% 84% 71% 71% 67% 85%

VIC 65% 55% 69% 54% 71% 59% 76% 67% 68% 66% 73%

QLD 58% 38% 61% 47% 68% 41% 70% 58% 58% 50% 61%

SA 70% 59% 71% 60% 75% 59% 81% 65% 71% 69% 77%

WA 67% 52% 66% 58% 71% 52% 74% 61% 64% 63% 76%

ACT 62% 36% 67% 49% 64% 31% 79% 55% 52% 48% 67%

TAS 49% 32% 47% 40% 69% 42% 72% 49% 46% 33% 61%

NZ South Island 65% 53% 68% 49% 77% 51% 82% 64% 65% 54% 82%

NZ North Island 60% 45% 66% 45% 71% 46% 79% 60% 62% 60% 76%

Job level

Executive Team 79% 70% 88% 70% 86% 69% 84% 76% 82% 73% 78%

Senior Manager 65% 48% 73% 54% 72% 55% 77% 63% 66% 55% 73%

Supervisor/Team Leader 58% 42% 62% 48% 69% 42% 72% 54% 60% 52% 74%

Field Worker 59% 43% 59% 46% 75% 47% 77% 62% 58% 55% 73%

Continued on next page.

Your average raw score compared to Insync’s benchmark database. Legend: # Bottom decile # Bottom quartile # 2nd and 3rd quartiles # Top quartile # Top decile


March 2016Page 14


Engagementindex

2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8 2.9 2.10

Axus Foundationcares about andis committed tome (Drivers ofengagement)

I understandhow my role

contributes toAxus

Foundation’slong term goalsand strategies


My skills andtalents are used

to their fullpotential (Driversof engagement)

My work group iscommitted to

improvingproductivity(Drivers of

engagement)

Our seniorleadership teamhas a vision for

Axus Foundationthat inspires me


Axus Foundationis committed tohigh standardsof performance


The person Ireport to is

interested in myjob satisfaction


Our everydayactions and

performance areclearly linked to

AxusFoundation’s

goals (Drivers ofengagement)

AxusFoundation’s

chosen valuesand behaviours

aredemonstrated

every day in mywork group(Drivers of

engagement)

Axus Foundationis committed tobest practice in

our industry(Drivers of

engagement)

Job level continued

Administration Support 66% 53% 65% 52% 68% 52% 79% 66% 62% 62% 73%

Length of service

Less than 6 months 67% 60% 67% 52% 71% 54% 75% 64% 60% 65% 75%

7 months - 2 years 63% 51% 63% 44% 69% 50% 77% 65% 59% 57% 70%

2 - 5 years 61% 44% 63% 50% 72% 50% 78% 60% 62% 57% 75%

5 - 10 years 65% 46% 68% 57% 73% 51% 77% 66% 67% 57% 74%

More than 10 years 70% 57% 79% 63% 79% 57% 79% 63% 71% 64% 79%

Age group

Less than 25 years 62% 50% 58% 48% 75% 49% 78% 63% 58% 58% 75%

25-29 years 63% 48% 63% 52% 71% 50% 75% 63% 61% 57% 71%

30-39 years 64% 50% 66% 51% 70% 53% 76% 64% 64% 58% 73%

40-49 years 68% 54% 77% 56% 75% 56% 81% 66% 70% 63% 78%

50-59 years 71% 54% 78% 63% 78% 53% 84% 67% 71% 65% 82%

60+ years 70% 47% 76% 61% 74% 56% 76% 59% 72% 62% 79%

Gender

Female 64% 49% 66% 53% 72% 51% 79% 64% 64% 59% 75%

Male 66% 53% 70% 53% 75% 54% 76% 64% 65% 59% 75%

Your average raw score compared to Insync’s benchmark database. Legend: # Bottom decile # Bottom quartile # 2nd and 3rd quartiles # Top quartile # Top decile


March 2016Page 15

1.1 I am proud to be working here 1.2 I would recommend Axus Foundation as aworkplace to my family and friends

1.3 Overall, I am satisfied with my job 1.4 I have a strong sense of belonging to AxusFoundation

Engagement ChartsThese charts show the survey participants’ responses to each survey item. The columns show thepercentage of respondents that chose each option on the seven point survey scale, from 1 (stronglydisagree) to 7 (strongly agree). The colour coding indicates how the average raw score compares toorganisations in Insync’s benchmark database.

Engagement


Legend: # Bottom decile # Bottom quartile # 2nd and 3rd quartiles # Top quartile # Top decile * Engagement driver


March 2016Page 16

1.5 I believe that my own success is important tothe success of Axus Foundation

1.6 Most challenges I face at work are goodlearning experiences

1.7 I volunteer to do extra work on special projectsand initiatives

1.8 I happily do extra work to help AxusFoundation succeed




March 2016Page 17

1.9 I can envisage a fulfilling future for myself atAxus Foundation

1.10 I look forward to coming to work each day




March 2016Page 18

2.1 Axus Foundation cares about and iscommitted to me

2.2 I understand how my role contributes to AxusFoundation’s long term goals and strategies

2.3 My skills and talents are used to their fullpotential

2.4 My work group is committed to improvingproductivity





March 2016Page 19

2.5 Our senior leadership team has a vision forAxus Foundation that inspires me

2.6 Axus Foundation is committed to highstandards of performance

2.7 The person I report to is interested in my jobsatisfaction

2.8 Our everyday actions and performance areclearly linked to Axus Foundation’s goals




March 2016Page 20

2.9 Axus Foundation’s chosen values andbehaviours are demonstrated every day in mywork group

2.10 Axus Foundation is committed to bestpractice in our industry




March 2016Page 21

1 I’m proud to wear our corporate uniform 2 The menu at the staff café offers me a healthychoice

3 Our senior leadership team motivates me towork hard towards achieving the organisation’sgoals

Custom item chartsThese charts show the survey participants’ responses to each custom survey item. The columns showthe percentage of respondents that chose each option on the seven point survey scale, from 1 (stronglydisagree) to 7 (strongly agree). The percentage who scored 6 or 7 is also shown.



# No benchmark available


March 2016Page 22

Comments

What would increase your engagement with Axus Foundation?

Communication, support, training and encouragement might help

Centralise the IT system, if everyone has the same training, they’ll have the same understanding

Education and support needs to be provided in relation to IT. What I don’t understand I don’tuse.

There needs to be a professional development system with support and guidance

We need to have clear short, mid and long term goals individually and for the company as awhole

Review the organisation on personal and professional goals on a regular basis

There should be a committee of staff with shared knowledge of IT and communications.Knowledge that is easily accessible to all staff. The committee ensures the information is passedon

Shared organisational goals plus rewards for meeting expectations. In doing so there needs to beexamples of the expectations that need to be met

We need to function on a loop: training, development, growth, success and reward. Moretraining, development, growth, success and rewards. A continuous cycle with new goals once theold ones are achieved to maintain the flow and motivation

For IT and communications there needs to be an agreed standard for professional use and thesestandards need to be on display

Praise and communication is important. The greater the acknowledgment of processes, thegreater the opportunity for improvement

Invest in IT development. Improve the system and perhaps then productivity might increase

There is a real lack of motivation. I don’t see how anyone can progress in this company whenthere are no expectations. Management need to enforce processes in communications, trainingand development to ensure better results and happier employees

Chuck out the bad and bring in some good

Give me a day where I don’t struggle with my computer for the first half of the day, then youmight actually see better results

If management doesn’t seem to care, why should I? The organisation needs leaders not peopleturning up for the sake of collecting a pay slip each week

Training, training training

In order for this to work someone needs to stand up take responsibility and lead the way

Getting it right first time, every time is crucial.

No comment

To ensure all employees are kept up to date with information through various methods ofcommunication.

More time to have direct communication with staff- not just management.

I love the open relationship I have with my manager and as I get to know more managers anddirectors within the company I am finding I can go to anyone of them for constructive feedback.There is no shortage of leaders who are happy to sit down with you t

There are many leaders in the organisation who have skills in promoting, supporting andencouraging staff and their services. This has been an area for improvement identified fromprevious surveys in our executive management section and is yet to be ackno


March 2016Page 23

What would increase your engagement with Axus Foundation? (continued)

Better cooperation between departments, not us/them attitude. People should do what they saywith raised issues, not say something & do nothing! More recognition that we serve ourcommunity by our services and actions. Executive leadership should as least


March 2016Page 24

Considerations for interpreting this ReportThis Report reflects the responses of the employees to the Survey items and questions referred to inSection 1.2.

As the Survey services were limited to the scope set out herein, this Report only provides a perspectiveof the perceptions of the employees in relation to the effectiveness of your organisation. This Reportdoes not provide the extra insights that would be gained by a full organisational review, focus groupsessions and other interviews with employees or by a review of appropriate documentation.

It has been assumed that each employee completed the Survey in good faith. Our Survey services didnot extend to taking steps to verify that the responses of each employee were a true and properreflection of their views in relation to each Survey item or question.

This Report sets out the responses of the employees who completed the Survey in March 2016. Itreflects views they expressed in relation to the matters covered by the Survey during the period leadingup to the date of the completion of the Survey. As views and circumstances change over time, thisReport does not purport to predict the future effectiveness of your organisation.

Results are displayed as the percentage of respondents who scored items either as a six or a seven onthe seven point rating scale. This Report does not provide you with information as to:

the level of ambivalence around an item (i.e. being a four on the seven point rating scale)

the proportion of respondents expressing slight agreement (i.e. being a five on the seven pointrating scale), or

if there is a large cluster of responses at the lower end of the seven point rating scale (i.e. beinga one, two or three on the seven point rating scale) unless stated otherwise.

These may be important considerations when determining how to address organisational issues whichmay be evident.

Where to find further informationThere is a range of supporting material for the Survey that can be obtained by contacting your Insyncproject manager, including a:

complete list of literature (bibliography) used in the development of the Survey

white paper on the Employee Engagement framework

full list of standard survey items.

Types of reports availableInsync has two types of Employee Engagement reports available:

executive and HR/OD team (this report) and

line managers.

Please contact your Insync project manager to discuss your requirements.


March 2016Page 25

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