The Accident Compensation Corporation (ACC) has published the results of an independent review into its workplace culture, following concerns raised about internal behaviour and organisational processes earlier this year.
The review, initiated by the ACC board, was conducted by Pip Muir of Simpson Grierson and Doug Craig of RDC Group.
Rather than focusing on individual complaints, the review sought to provide a comprehensive perspective on employee experiences and to determine whether ACC’s current policies and practices support a safe and effective working environment.
Input for the review was gathered through interviews with 322 staff members and 378 written submissions, representing a significant portion of ACC’s 4,500 employees. The findings reflect a range of experiences and perceptions within the organisation.
The review identified that while ACC’s workforce is committed to its core mission of supporting New Zealanders’ recovery from injuries, there is a lack of clarity around the organisation’s strategic direction.
The report also noted that ACC’s large, hierarchical structure – combined with hybrid and remote work arrangements – creates challenges for workplace inclusivity.
Employee feedback on the workplace environment was mixed. Some staff reported positive experiences, but others indicated that outcomes often depend on individual managers and that there is a reluctance to address inappropriate behaviour.
The review concluded that, although the culture is not toxic, it is not consistently positive. Contributing factors include inconsistent leadership, insufficient accountability, and limited trust in the internal complaints process.
Further, the review pointed out gaps in human resources policies, a lack of diversity, and inconsistencies in recruitment practices.
ACC’s position as both a public sector entity and an insurer adds complexity to its organisational culture.
The review acknowledged recent efforts to improve the workplace environment but stated that more action is needed to align with public sector standards.
Policies addressing inappropriate conduct were found to be incomplete, with no dedicated bullying and harassment policy and an inadequate channel for reporting concerns. The review also noted that existing policies are not always followed in practice.
Jan Dawson, acting board chair at ACC, responded to the findings by stating that the board accepts the recommendations and will prioritise their implementation.
“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. Leadership accountability is central, and the board and executive are responsible for driving and modelling the changes needed,” she said.
Chief executive Megan Main commented on staff engagement with the review process.
“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,” she said.
ACC has already begun work on several recommendations and will develop a detailed action plan to support a consistent and positive workplace culture.
The executive team has stated its focus on building a high-performing organisation where staff feel safe, respected, and empowered.
In a separate development, ACC has completed an independent review of its investment management operations, conducted by Willis Towers Watson (WTW).
The review assessed the management of ACC’s $50.8 billion investment fund, which is designed to cover the long-term costs of historical injury claims.
WTW’s evaluation found that ACC’s investment strategy and operations are aligned with statutory obligations and organisational objectives.
The review highlighted robust governance structures, sound investment processes, and effective operational systems.
