AAMI has been able to succeed in meeting the needs of all its stakeholders and, at the same time be a successful, profitable company, because of AAMI’s people.

AAMI is its people. They are motivated by our fundamental purpose – to eliminate stress and provide peace of mind for our customers. We believe that when we get this right, all else follows.

Culture
AAMI people enjoy a unique sense of team and experience a firmly and broadly based culture that embraces experiment, innovation, independent thought and action.

AAMI values its people and unique culture as the cornerstones to our success. AAMI is its people. They are motivated by our fundamental purpose – to eliminate stress and provide peace of mind for our customers – and we believe that when we get this right, all else follows. AAMI people enjoy a unique sense of team and experience a firmly and broadly based culture that embraces experiment, innovation, independent thought and action.

Continuity
Wherever possible, AAMI endeavours to promote from within rather than recruit externally for supervisory, leadership or senior technical roles. This provides opportunities for staff to develop their skills and progress their career while working at AAMI and fosters management continuity, and thereby a corporate memory.

Participation
AAMI regularly seeks feedback and ideas from AAMI people. This practice is part of everyday life at AAMI, as well as being more formally enshrined in the various committees and improvement teams that operate throughout the company.

For example, AAMI people across the company are closely involved in developing and maintaining the AAMI Customer Charter via an annual process.

Staff participate in cross-functional teams, which review the Charter and aspects of our business, undertake research and propose new Charter promises. They present their recommendations at an annual Conference attended by management, staff and external guests, who vote on whether their recommendations should proceed or if further work is required.

Staff satisfaction
In 2004, AAMI conducted a company-wide satisfaction survey in which 70 per cent of staff participated. AAMI compared favorably with other large Australian organisations and performed better than the average in 16 of 17 categories. The survey revealed AAMI’s particular strengths in core values, quality, customer focus, image and competitive position, and engagement (source: ISR 2004).

AAMI enterprise agreement

AAMI’s Enterprise Agreement 2005 contains a range of innovative and flexible benefits and AAMI staff were closely involved in its development.

Importantly, AAMI’s Enterprise Agreement 2005 “values the lifestyle of our colleagues . . . and ensures our safety and well-being”. The Agreement includes a set of benefits and flexible options around the topics of way of working, performance, pay and benefits, leave entitlements, recognising loyalty, resolving workplace issues and termination of employment.

AAMI equal opportunity policy

AAMI’s latest Equal Opportunity Policy (2003-2004) reaffirms our commitment to being an equal opportunity employer and to ensuring that our people practices foster a culture where people are treated with respect, where we have the freedom to make independent choices and which help each of us to develop to our fullest potential.

AAMI education assistance policy
AAMI recognises that improved organisational performance and development is achieved via initiatives that support and encourage development of AAMI’s people and culture. AAMI’s education assistance policy demonstrates the company’s commitment to providing staff with opportunities for further education by providing financial support and study leave for courses longer than six months in duration.

AAMI learning and development policy
AAMI’s success reflects the capabilities of its people. Both AAMI people and the company benefit from ongoing learning and development opportunities, in order for staff to meet the requirements of their roles now and in the near future. The Learning and Development Policy is focused on developing the technical, interpersonal and leadership skills of employees via courses shorter than six months in duration.