Performance against commitments made in 2006/07 Sustainability Report.

2006/07 Sustainability Report Commitment

Comment

Achieved

Conduct a Cultural Engagement Survey for all employees across AGL to determine current levels of employee engagement and identify key opportunities for improvement.

AGL conducted the AGL Employee Engagement Survey in July 2007 and the key findings formed the basis for business wide action plans. 2008 survey results indicated a 30% increase in employee engagement over the previous period.

Yes

Expand the reach and application of the current Talent and Succession Planning process to develop high potential employees in corporate business teams and to encourage development of talented individuals across business areas (rather than just within them).

A program has been established to benchmark internal and external talent for succession in business critical roles. The talent identification processes and supporting development activities are now being scoped and designed for other levels of the business.

Yes

Complete the refresh of the Code of Conduct and publish and communicate it across the business to all employees.

Content of the Code of Conduct was refreshed to include the new AGL values. A copy is available to all employees via the intranet and website.

Yes

Complete the delivery of Fair Treatment workshops to all employees.

97% of leaders attended a Fair Treatment session by June 2008.

Ongoing

Conduct independent focus group research with employees at our major operating sites to better understand “shop floor” workplace safety issues and how to improve safety.

In July 2007 AGL conducted seven safety focus groups at Camden, Mt Beauty, Torrens Island Power Station and St Leonards and key findings were subsequently incorporated into HSE strategic plans.

Yes

Launch a “back to basics” safety program across Merchant Energy.

“Back to basics” strategy was incorporated into the business specific safety action plans for Merchant Energy and Gas and Power Development.

Yes

Launch an HSE strategy for leaders across retail and corporate focused on managing change, recognising stress and mental health issues and bullying in the workplace.

174 leaders attended Emotional Wellbeing training, a workshop focused on recognizing signs of stress and emotional illness in employees. We also launched Wellbeing @ AGL, an integrated range of initiatives around the issues of stress, nutrition, body weight and fitness.

Yes

Implement a strategy with all leaders to leverage AGL’s new partnership of Adage to attract and recruit more mature aged candidates to AGL.

AGL is currently reviewing the effectiveness of Adage website as a tool for recruiting high quality mature age candidates.

No

Further define and promote AGL’s employment brand with our preferred suppliers.

Preferred suppliers have now been identified and work will commence shortly to define and promote AGL’s employment brand.

Ongoing

Appoint a Talent Manager to lead and grow AGL’s talent management process.

In October 2007 a dedicated Talent Manager was appointed.

Yes

Introduce the refreshed Recognition and Reward program.

AGL’s Recognition and Reward program was refreshed to incorporate the new values and brand promise. A further refresh is scheduled for August 2008.

Yes

Redefine the company values underpinning these behaviours, to give all employees a clear compass by which to work.

AGL defined and launched 5 new values (one team, delivery, authentic, safe and sustainable, vitality) aligned with a new brand promise of “Actions, not words”.

Yes

 

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