Instructions: Add anything that are suitable for question 2 & 4 ONLY. Include the references used. You can also refer to the given additional materials.

THE CASE IS BASED ON THIS SLIDE:

Australian Retirement Trust UQ Industry Partnership 14 March 2024 australianretirementtrust.com.au Classification - Internal - Do Not forwardAustralian Retirement Trust We're young, but we're already one of the largest super funds It's more super sunsuper Super Super Savings products issued by Australian Retirement Trust Pty Ltd (ABN 88 010 720 840, APSL No. 228975) as trustee for Australian Retirement Trust (ABN 60 905 115 063). Consider the Product Disclosure Statement before deciding and Target Market Determinations at art.com.au/pdsWho is Australian Retirement Trust? We're one of Australia's largest, fastest growing and most highly rated super funds. Our team of 3000+ high-performing people located around Australia act in our members' best interest, aiming to deliver strong, long term investment returns, and providing the tools & advice to help members feel on top of their super. Classification - Internal - Do Not forward Our Ambition and Vision A Our Ambition To empower our members to retire well with confidence. Our Vision To be Australia's most chosen and trusted retirement partner. Classification - Internal - Do Not forward Dodd 515 54% Proportion of Division that are Leaders of ART's workforce is female 30 26% 26% ART Leaders 24% 24% (Inc. 79 HO & Above - at February 2024) 52% 21% of ART's leaders are male 18% 15% 13% 15% 12% EDOE On average, our leaders have 2.1 years more 26% of our team members have a leader Finance etariat Grow Member Qinsure Strategy Investments Technology organisational and Secret People and Culture Risk and Compliance Transforma experience with >10 years tenure Legal ART Demographic Member 7.77 Distribution QInsure 7.2 Tenure - Age Technology 6.6 1 in 5 $ 68 -65 Growth 6.3 Transformation 4.3 of our leaders has a 49 ART Span of 4 People and Culture 4.2 X 43 dispersed team Control 39 38 Risk and Compliance 3.7 33 Finance 3.6 5.9 -25 -22 -18 Investments 3.4 11 Strategy 3.0 Legal and Secretariat 2.8 Team Member Leader Classification - Internal - Do Not forwardidi+ 3004 Team member presence profile by location Average Tenure Location Most Least Comparison of visits - last year to this year attended attended (Brisbane HUB) 4.90 years ART team members Brisbane Wednesday Friday (Excluding Contractors) HUB 60% desks (25% E booked) desks Our ART Culture Amp, booked) Enterprise PVT* Employee Inclusion score Melbourne Monday Friday HUB 10.19% is 72% (at June 2023 ) Sydney Thursday Friday March April May June July *(Permanent Voluntary turnover. rolling annualised data post SFT). HUB 2022 2023 In line with FIRG 2022 Benchmark range (11 - 18%) Location ART Census (September 2022) Adelaide 1517 Toowoomba 819 Team members completed Rockhampton Team Mackay locations. Less than 1% Almost 1 in 4 Approx. 10% Highlighting our members Identified as Speak a language other Sexual orientation Cairns N upskilling Aboriginal and/or than English at home of gay, bisexual or national footprint. through Torres Strait Islander pansexual Townsville 4 (exclusive of Remote working arrangements) enterprise Perth 7 10 team members Approx. 1 in 10 50% education Gender identity as Have a physical disability Those with caring Sunshine 4 offerings non-binary 1 in 4^ responsibilities, care Coast (*Source Udemy/Skill soft usage over past 12 months) Melbourne Have a psychological or for children 129 socio-emotional Sydney 183 difference (incl Anxiety & depression) ^ Brisbane 2540Australian Australian Retirement Trust Retirement ENTERPRISE LEADERSHIP TEAM (ELT) Executive Team (EXT) Trust David Anderson Chief Executive Officer QInsure Board Dave Woodall Anthony Rose*** Ian Patrick Lachlan East Helen Jackson Kathy Vincent Steve Davidson Rod Greenaway Anne Browne* Julie Bingham Deanne Wilden Phil Fraser*# Chief Commercial Chief Investment Chief People Chief of Chief Strategy Chief Technology Chief Financial Chief Member Chief Risk Officer Officer Officer Chief of Staff General Counsel CEO Qinsure Officer Officer Officer Officer Officer Retirement Technology & Commercial Finance Investments Member People & Culture Retirement isk & Compliance Strategy Delivery Chief of Staff Group Legal QInsure Simonne Burnett Di Orbell John Seccombe Helen Crossan elie Douglas Anne Fuchs Jeannie Smith Executive General Greg Barnes Head of People General Manag ad of Enterpris Head of Enabling Kristy Huxtable Angie Clapper Jackie Cumming Manager Marketing & General Manager Head of Public Head of EGM Advice, Guidan Head of Member Services Partnering & Group Risk & olio Manager Services Head of Company Head of Claims & Digital Group Finance Markets Talent Sourcing & Education Assurance Office Secretariat Corporate Legal Underwriting Claire Gault Keagen Georgiou izabeth Kuma Kylie Robinson Mark Bellave Allan Wrigley Head of Customer ting Head of Finance Neil Sheppard Head of People Shane Mather Bridget Piggott Head of Technolo Head of Policy & Delivery . Member Karl Jary Hanna Lee Gavin De Sylva Marketing & Enterprise Decision Head of Private Head of Operations siness Partne Head of Product Head of Risk vernment Relation Executive Manager ead of Investments lead of Growth & Support Corporate Assets Solutions Accountability Legal Communications Operations Partnerships Mark Hudson Callam Porch Shane Channells VACANT Head of Finance Lina Zocaro Deb McDonnell Brnic Van Wyk Andrew Sisam Andrew Ko Carol Smit Head of Digital Head of Investment Head of Insurance lead of Emp sad of Technology Member Growth d of Asset Liability Head of Financial Head of Strategy Delivery . Corporate Head of Insurance esilience & Planning Services Management Crimes Solutions Experience Ellen Cox Rob Harris Head of Brand & lead of Finance Michael Weaver Peter Arthur Jane Cronin Karishma Mendiratta Megan Giles Brendan D'Souza Matthew Finney Technology & of Global ead of Business Head of Member Bronwyn Proud ead of Strat Head of Data & Transformation Real Assets Culture & Capabilit Head of Insurance Growth Marketing Experience & Insights ad of Compliance Communication Integration Solutions & Insights Mat Gilroy w Fisher Jess Hodges Morgan Drysdale Ian Roberts Lyn Melcer Fiona Mullen Head of Employer, na Droste ML) Head of Tax ad of Investm Head of Liz Parsons ecutive Manager Dean Wallace Head of QInsure Risk, Platforms & Acting Head of Enterprise Business Regulatory & Strategy Technical Advice sad of Regulatory ad of Technology Partnerships formance & Re Affairs Architecture Agility Compliance Erick Cordero Antony Gold Nicole Bradford Adam Fitzhenry Head of Government & Head of Investment Head of Sustainable Glen Hipwood Jason Andersonthat ead of People Stakeholder Operations & Reg du Preez Chief Information Performance Investment Strategic Integration Advisor Integration & Relationship Security Officer Patrick Twomey Herbert Chang Head of Capital Jane Cronin Head of Regions & Markets Strategic Lead - Nicholas Horn Jen Reynolds Operations Head of Investment d of Transformation Culture & Leadership Risk & Delivery Stephen Mckay Head of Corporate & Institutional Relationships Nerique Head of Employer Growth umphrey of Transitions & Corporate Services Classification - Internal - Do Not forwardOur Customers Bupa D AUDAX AT FIDELIS LAING O'ROURKE Queensland Government Aussie Broadband australia BOQ Commonwealth Bank CFL KFC TACO ISNEY vmware (DELL Bega COLLINS FOODS LIMITED BELL Google 2.24 Million Members! Classification - Internal - Do Not forwardAustralian Our Culture Journey Retirement Trust Our teams have been working together to deliver what will be the biggest and most complex merger in We're Australian superannuateon history. Our culture here A merged fund that will deliver outstanding outcomes for over two million Australians. Understanding our Building on Creating our future - Bringing it all Embedding our current cultures our history Our own Culture Jam together cultural journey Now it's up to us to We took the time to Understanding our current Culture Jam was Taking all the A continued focus on ensure its success. understand our current cultural realities and traits our opportunity to co- ideas, comments our cultural journey experiences, views and allowed us to identify what create our future and test and suggestions will help us hold stories through our culture strengths we need to our cultural shared with us through ourselves and each survey, interviews and focus retain and amplify, aspirations, crowdsourcing the our Culture Jam, we other to account as we groups. especially those we have in ways in which we can finalised our roadmap, bring these aspirations common, and what bring them to life to deliver cultural aspirations and to life through 1734 (60%) challenges we may need to for our members. identified a set of everything we do to overcome. 'key behaviours' and deliver for our people participated in the the ways we members. culture survey 1778 (60%) can intentionally Super people jammed support each other 135 20 Executive bring them to life. Working together to hours of stories interviews 540 and perspectives 8 Board member Ideas shared 17 member calls deliver for heard interviews These, along with our our members merged fund brand and Total comments listened to and 27 11 focus and strategy, helped to inform 5314 members surveyed sunsuper business reference our draft cultural groups, listening to aspirations. Total votes 7 member data sources 68 staff 27,982 analysed Our brand Our strategyOur Culture Story Building "Us" @ Australian Retirement Trust Our cultural aspirations Striving to Stepping out, Seeking Stronger Spirited and stepping brave, guide everything we serve together caring do and help us achieve forward new ways our big ambitions for our members Our key behaviours: Act your way into a new way of thinking Ask "why not and how Take ownership Invite voices, don't For every hand up, could we for members?" and follow up. wait for them. lend a hand up. Classification - Internal - Do Not forwardBuilding on our history to create our ART future Cultural Aspirations Striving to serve Our members are at the heart of everything we do. We make understanding super easy and look for ways to help. We genuinely care for every member in every interaction, but not at the expense of our collective membership. We have an unwavering focus on our members' lifelong needs. We listen to and work with our partners to respond to our members' needs. At the end of the day, we strive for the best collective outcome for all. Stepping out, stepping forward We're in the business of being an enduring force for good. We proudly shape the superannuation sector and to achieve this we step out and step forward to actively participate and engage in the community as a respected voice. We do this while honouring our history, legacy and fiduciary commitments to all our stakeholders, including the community. We know we need the trust of Australians with whom our futures are entwined. Seeking brave, new ways We proactively seek better, simpler ways to deliver exceptional outcomes - be they outstanding investment returns, products, services, retirement solutions, or financial advice for our members. We're commercial, evidence-led and move efficiently to improve and innovate, getting evermore sustainable. Organisations seek us out to be their Partner of Choice. To achieve these outcomes, we need to be constantly curious and confident. Classification - Internal - Do Not forward Stronger together We're in this together - we connect, respect, listen and constructively challenge because we genuinely appreciate each other. We are thoughtful and can confidently speak out. We are inclusive by making diverse voices heard and through respectful listening, we make better decisions. We each take accountability for the part that we play. We're better together. AN Spirited and caring Our care for each other creates positivity and resilience within each and every one of us. This allows us to turn challenges into opportunities. Whilst we are optimistic, we are also realistic, aware, authentic and humble. This builds strong levels of trust, transparency and goodwill amongst us. We care for each other; we all matter. INTERNAL USE ONLY - NOT FOR DISTRIBUTION 12 Bringing it all together in day-to-day habits A 4 Key Behaviours Ask \"why not and how could we for members?\" Harness challenger spirit and resourcefulness to encourage a solution, action, innovation and continuous improvement attitude in serving our members Take ownership Invite voices, don't and follow up. wait for them. Drive accountability and empowerment to ensure everyone takes responsibility for the part they play as well as closing out their commitments to achieve outcomes and benefits Overcome sensitivity to hierarchy and org boundaries to encourage an environmentwhere all - and different - opinions are welcome andvalued Classification - Internal - Do Not forward For every hand up, lend a hand up. Encourage humility and care, by stepping aside to provide a growth opportunity for someone else for every opportunity we take INTERNAL USE ONLY - NOT FOR DISTRIBUTION 13 The rise of Hybrid Working in Australia and ART Four Modes of Collaboration for Hybrid Work Design Working Together, Together Working Alone, Together Co-Located Working Alone, Apart Distributed Synchronous Work Asynchronous Work Source: Gartner 4 982_C What do we know already and where to next? 15 Classification - Internal - Do Not forwardA balanced hybrid model A successful hybrid work model looks like the needs of Individuals, teams and the business are consistently in balance across the business. Itis important that we all understand the role we play in creating and maintaining this balance and the impact and benefit to all of us and ART when it's working well. This is not just a responsibility for leaders, but all of us. Our Business & Members Business + Value creation and exchange : Members How individuals and the team deliver value for business and customers Connection and value exchange across the business outside of home team. Performance delivering to our goals, results, and contributing to our scorecard. My Team How does my team best work together, build connection and collaborate. How do we achieve our goals, create a thriving team culture and contribute to other teams? Classification - Internal - Do Not forward Me an Individual + Whatis needed and expected of me in My role @ART + My life and needs outside of work + My feeling of engagement and a sense of belonging, contribution, connection Development and Building my career. elustralian Retirement Trust today Understand the needs of our people, their teams and our members today Describe who ART is and what we do. Describe the context for current state, referring to the below questions: How do they currently work and what impacts are there? What is the impact of there being no company wide mandate on hybrid working? Is there currently a balance between individuals, their teams and our members? \" What is the assessment... QAustraIian Retirement Trust tomorrow Explore the impact that Intentional Hybrid working could have on our people, their teams and our members Complete a detailed diagnosis of the impacts, using the relevant models, with a thorough analysis of the presenting issues. Draw on relevant theories and models from your course to critically evaluate this scenario. Responsible Accountable Zero wasted potential 9 Identify and close the gaps Explore the gaps that exist between the current and future workforce and make recommendations on scalable solutions. What What could you do to close the gap? How How does this meet the Strategic People Principles? What What could you do to close the gap? What What could you do to close the gap? Classification - Internal - Do Not forward How How does this meet the Strategic People Principles How How does this meet the Strategic People Principles? Al [ Y A Choice interest e How could it work? Design an innovative implementation strategy that ensures strong outcomes for our people as well as our members. Implementation Implementation Implementation