1. Capital Insight Pty Limited ABN 76 056 297 100 1 Corporate Court Bundall QLD 4217 t07 5510 4851 f07 5510 4800 www.capitalinsight.com.au Westmead Millennium Institute Transition Planning July 14

2. Overview Transition Planning is the planned and sequenced preparation of a facility and its staff for commencement of operations. The Westmead Millennium Institute relocated 11 Research Centres plus executive and administration staff in July 2014, a total of 350 staff with capacity to grow to 600 staff.

3. Project Overview 17,500m 2 comprising 8 levels with Levels 2 and 8 being plant rooms 6 x PC2 Laboratories, a PC3 Laboratory, Biological Services unit and a Human Applications Laboratory $110m Budget (combination of Federal and State Government and private sector investment funds )

4. Transition Implementation Program

5. The journey July 1996 Westmead Millennium Institute founded Federation of four centres 2000 First building opened 2001 Westmead Research Hub founded (WMI founding member ) 2003-2005 Seven new centres joined 2001 -09 Rapid growth (quadrupled ) 2010 Westmead Millennium Institute becomes independent company 2014 All Institute in one new building

6. Objectives of the New Institute’s Transition Process Develop a One Institute Organisation Implement new business and operating processes Integrate research centres to support collaborative research opportunities Provide training to operate in the new facility and minimise business disruption Shared communication

7. Our role Change management Transition planning and implementation – Building completion information critical to the commissioning activities – Building and Engineering Service readiness – Human Resources activities – Knowledge management including ongoing governance and operational policies – ICT integration – FF&E access dates – Back of house operations – Communication activities to internal and external stakeholders – Move Planning including the decant and relocation of staff and equipment

8. Challenges “If they cant agree amongst themselves it could be done by ballot. We will have to appoint proxies for absent souls.” If they still can’t agree we could ask someone sensible from another floor to adjudicate a meeting with post docs listed above (to make sure the dynamic inside the group is fair) if even this approach to the group is not acceptable to everyone we have one of two methods: – Royal decree – decide how to approach this by a majority vote of seniors What do you think? My team is fiercely independent (just how I like it) and would like to decide for themselves I am just hoping they won’t vote me out of the building

9. Learnt Lessons Adaptive project management delivery Understanding the organisations culture Communication of Capital Insight’s project role Listening to client feedback A dedicated project leader for the transition phase Key personnel to be the right balance

10. Reward “Thank you as without your positive attitude I would not have been convinced to move. You helped me a lot to clear the way to come over.”

12. Our Opportunities Organisational change Identification of resourcing shortfalls Timely introduction of complimentary advisory services Define integration from building completion and handover to transition planning Relocation planning