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TABCORP Overview

TABCORP Overview. Listed on the ASX in 1994 to acquire the wagering & gaming business of the former Victorian Totalizator Agency Board In 1999 acquired Star City Casino Australian owned company with over 60,000 shareholders (Top 50) Over 10,000 employees

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TABCORP Overview

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  1. TABCORP Overview • Listed on the ASX in 1994 to acquire the wagering & gaming business of the former Victorian Totalizator Agency Board • In 1999 acquired Star City Casino • Australian owned company with over 60,000 shareholders (Top 50) • Over 10,000 employees • Brands include TAB, Tabaret, Club Keno, Sportbet, Trackside, FootyTAB • In November 2003 acquired the Jupiters Casino Group

  2. Learning and Development at TABCORP

  3. Training Needs Analysis HISTORIACAL DATA INDIVIDUAL & GROUP DEVELOPMENT PLANS PERFORMANCE & DEVELOPMENT REVIEW ANALYSIS TRAINING NEEDS ANALYSIS SENIOR MANAGEMENT INPUT TABCORP VISION & MISSION BUSINESS PLAN INPUT EXIT INTERVIEW ANALYSIS

  4. TABCORP Mentoring Program • To provide job enrichment, opportunities for personal growth, sharing of knowledge & job satisfaction to both the mentors & protégés , which will maximise employee development & assist with the retention of high potential employees • Target audiences identified each year to support other strategies • Applications need to be submitted • Matching conducted by Mentoring Co-coordinator / Steering Committee • Agreements & development plans negotiated • Skills sessions • Evaluation

  5. TABCORP Leadership Development Initiative “Manage Your Own Development” • Provide selected managers & potential managers with a tool to assist them in their development • Resource kit of self assessment instruments • Development discussion • Individual development plan • Conducted in house in conjunction with Peter Ivanoff from Peter Ivanoff Management Development Pty Ltd and Associate, Management Development, Mt Eliza Business School

  6. Rotary Achievement • Provide participants with a better understanding of business functions & decision making, together with highlighting their own personal values, goals, job satisfaction & team work behaviours • Speakers throughout the program • Business simulation involving problem solving & decision making • Participants from various organisations • External Program conducted by The Rotary Club of Doncaster

  7. Skill Exchange And Learning Program • An extended action learning program to build leadership capabilities of managers • Participating executives are placed into strategic consulting projects in the not-for-profit community sector • Two way learning process • Professional coaching to consolidate learning • External program conducted by SEAL Force

  8. Study Assistance • Employees who wish to further their education by undertaking tertiary studies in a work related field • Application approved by manager & EGM • Reimbursement up to $5,000 per year Study Leave up to 4 days (2 exclusively for exams) • Provision for payment/reimbursement over the limit for employees with recognised potential

  9. Learning Challenges • Quality programs, just in time • Customised and flexible training rather than “sheep dipping” • Innovative and continually evolving • Linked to other strategic objectives such as succession planning “if it is to be, it is up to me”

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