Recommendations released on improving ACC's workplace culture

ACC is committed to ensuring that it is an organisation that provides a safe, inclusive, and values-based culture for its people. Earlier in the year, in response to some concerns raised about behaviour, conduct and processes, the Board commissioned an independent review of the workplace culture at ACC, led by Pip Muir, Partner and Chair, Simpson Grierson and Doug Craig, Director at RDC Group.   

The intent of the review was not to investigate individual complaints, but to gain a broader understanding of employees’ experiences of ACC's workplace culture, and to assess whether ACC has the right policies and procedures in place to provide a positive and safe workplace and a high performing organisation. 

The reviewers spoke with 322 staff and received 378 written submissions (out of 4,500 employees at ACC), which ensured the findings reflect a broad understanding of what it’s like to work at ACC.   

The full review is available here: ACC - Independent culture review of ACC

Summary of key findings

The Board is now able to share the reviewer’s full report, which is available on the ACC website. A summary of the key findings includes: 

1. ACC has a strong purpose with good people who are committed to the organisation’s purpose, however many staff said ACC’s strategy is unclear.  
2. ACC is a large organisation with a hierarchical and siloed structure, which staff said makes workplace inclusivity challenging. This is exacerbated by ACC’s Hybrid Working and Remote Working Policies and practices.
3. Staff experiences are “mixed” regarding ACC’s workplace. While many staff spoke of positive experiences, others who took part said it depends on your manager, and spoke of a reluctance or failure to call out poor behaviour.
4. ACC’s culture is not ‘toxic’ however, ACC’s current workplace culture is not positive overall. The finding noted inconsistent behaviours by leaders, lack of past accountability, and low trust in internal complaints processes.  
5. Factors contributing to ACC’s culture not being positive overall include: an unclear organisational strategy, a lack of some key HR policies and a lack of diversity and some gaps in leadership. ACC has the challenge of wearing ‘many hats’; being positioned between the private and public sector, part of the health system and an insurer.  
6. ACC’s recent workplace culture initiatives (to create a positive, safe and inclusive workplace) are commendable, but there is more that needs to be done by ACC to fully meet public service good practice.
7. ACC’s policies, systems and procedures relating to inappropriate conduct and behaviour are not fully in line with public service good practice. ACC does not have a standalone bullying and harassment policy, the current “speak up” channel is inadequate and policies in place are not always adhered to in practice.
8. ACC’s recruitment and appointment systems and practices do not consistently represent good practice. 

“The review showed that ACC is full of hard-working people who are dedicated to supporting injured New Zealanders in their recovery”, said ACC Acting Board Chair, Jan Dawson.   

“On behalf of the Board, I want to thank everyone who contributed their valuable thoughts and insights and reaffirm our commitment to building a culture that reflects the best of ACC.

“The Board accepts the findings and acknowledges where we have fallen short. We will adopt all the recommendations from this review, but we need to work through some of them in more detail and prioritise their implementation. The Board will work with the Chief Executive and ACC’s Executive team to deliver a well-coordinated and timely response to these findings. Leadership accountability is central, and the Board and Executive are responsible for driving and modelling the changes needed.”  

Jan Dawson, ACC Acting Board Chair

ACC’s Chief Executive Megan Main said the high level of participation reflects how deeply our people care about ACC.  

“ACC is made up of many hard-working people doing amazing work, but we know there have been some poor behaviours that we could have done more to address. We’re committed to fostering an environment that gives our people confidence to raise concerns, knowing they’ll be responded to appropriately. We will make sure the lessons from the review are learnt and the necessary actions are implemented.”  

“We already have work underway on actions related to some of the report’s recommendations, and will develop an action plan to deliver and embed a consistent and positive culture at ACC. As an Executive, we’re focused on building a high-performing organisation, where our people feel safe, respected and empowered.” 

More information

The full review is available here: ACC - Independent culture review of ACC