Defining what behaviours we need to deliver outstanding results and equipping our people with the tools and skills to lead and drive high performance are central to building a culture where our employees excel, and our goals are achieved.

Towards a values-led organisation

Consistent with our approach of strengthening the foundations and fundamentals of our people practices, this year we established a new brand promise and values for AGL.

Our brand promise of “Actions, not words” is supported by five new values, namely; One Team, Delivery, Authentic, Safe and Sustainable and Vitality.

Communicating these values to all employees via a series of executive-led events has been a critical first step in establishing the framework by which we’ll define and achieve a high performance culture. As well as featuring in promotional material including intranet and internet, brochures, posters and building signage, the values are already incorporated as metrics into the Performance and Development Review and Recognition and Reward programs.

In 2008/09 employees will be invited to explore the role of values in helping to make the right decisions and work with one another, via a series of Values Workshops.

Leadership Development

We understand the critical role that leaders play in shaping and driving a high performance culture and significant focus has been given this year to redefining the links between leader behaviour and performance.

The AGL Leadership Capabilities Framework, launched in May, prescribes the knowledge, skills and behaviours required of leaders within AGL. Focused on three core areas; (positioning and executing strategy, engaging people and maximising organisational capability), the framework will provide the foundation base for a suite of Leadership in Action initiatives that will be progressively delivered for executive, senior, middle and frontline managers.

As a starting point, 14 of AGL’s most senior leaders undertook a pilot 360^o leadership survey, via which they invited feedback from their leader, peers and employees on their performance in relation to the Leadership Capabilities. Based on this pilot the 360^o program will be extended across other areas of leadership in the coming year.

A two day experiential workshop, Leadership Foundations was successfully piloted as a tool for inducting new AGL leaders, and now forms a core element of the induction program.

To support senior leaders seeking to further enhance their skills and to benefit from the experience of leaders in other organisations, this year we partnered with Deloitte to launch the Deloitte Leadership Academy.  This on-line tool, available to senior leaders by invitation, allows participants to explore the experiences and learnings of CEOs and executives from a range of international and local companies.

Communication, communication, communication

Keeping employees informed on business progress, engaging them on issues that impact them, and providing channels to hear their views and feedback are critical priorities. In September, February and April all employees attended site-based road show events hosted by an AGL senior executive, to catch up on AGL’s strategic priorities, and to have their questions answered.

This year senior leaders across all business units have significantly increased their focus on face to face communications, using forums including Town Hall meetings, team meetings and brown bag lunches to keep employees informed and build their own understanding of local issues. Managing Director Michael Fraser reintroduced monthly round table events, extending an invitation to selected employees to talk about current projects and priorities, and to air issues and concerns. 

In August 2008 we will launch a new purpose designed intranet. Named “The Grid”, the new intranet site incorporates best practice design and technology and is specifically designed to help employees to do things. Key features include an “I would like to …” inquiry feature, enhanced search and the “Sustainabililty in Action” site, which promotes hundreds of practical actions employees and their families can take every day, to live a more sustainable life.

Investing in our people – AGL Educational Assistance Program

AGL supports those employees interested to grow their skills and knowledge via external study by reimbursing their tertiary education fees upon successful completion of a unit of study relevant to a current or future AGL role. AGL’s Educational Assistance policy was refreshed this year to clarify the responsibilities for leaders and employees, and promoted across the business to encourage employees considering tertiary study.

This year 20 of our employees were assisted through the program with reimbursements totalling more than $156,000.