♦ Managing Our Workforce
|Incitec Pivot endeavours to be a business where Company Values guide behaviours in the workplace and where employees have the flexibility, tools and freedom to learn what they need to execute business objectives within a multigeography, multi-cultural organisation.|
Attracting, developing and maintaining a highly talented and diverse workforce is key to living our Value of “Value People – Respect, Recognise & Reward” and vital to achieving our business objectives.
Our approach is to align our Human Capital strategy to drive our cultural, social and business goals, using the BEx methodology. The initiatives and case studies described throughout this section show our approach in action. At the core of BEx is engaging and involving our people, from the ‘shop-floor’ to the executive, to improve their skills and achieve continuous improvement in all facets of our operations. We believe that taking an integrated approach will lead to constructive and sustainable outcomes for our people and our stakeholders. In 2015 we developed the maturity of our human capital system with particular focus on building people’s BEx capability, building our talent pipeline, building a diverse organisation and continuing to build our Human Capital systems.
Key highlights during the year were:
• Extended coverage of the Global Talent and Succession Planning Framework to include IPL’s middle management
• The implementation of online talent management processes to enable managers to more effectively plan and develop their teams
• Maintaining a target of 2% Indigenous Employment across IPL’s Australian businesses
• Employee completion of ‘Organisational Climate Surveys’ across two of IPL’s business units and increased employee engagement through BEx
• Endorsement of the Incitec Pivot Australian Indigenous Reconciliation Action Plan by the IPL Board and by Reconciliation Australia
• Extension of ‘My Potential’, a pilot program specifically designed to assist women to progress into leadership roles, across Australia and the Americas
• Increased utilisation of the IPL Flexible Work Policy which, in Australia, saw 85% of women return to work from parental leave, with 65% returning to part time roles
• Continued training in Behavioural Safety
• Development of the IPL Group Learning Business System
Key Challenges and Opportunities
• Ensuring that we continually have skilled, diverse and ready talent to meet current and future demands
• Being an inclusive and accessible organisation with a range of strategies to attract and retain a diverse workforce
• Continuing to build the pipeline of talent throughout the organisation, particularly for critical roles, to ensure business continuity
• Engaging our geographically and culturally diverse workforce on a site-by-site basis
• Diversity - Increasing our diversity profile at all levels of IPL. See our specific Objectives and Goals on pages 3-4 of the 2015 IPL Corporate Governance Statement.
• Human Capital Systems - Building the IPL Group Learning Business System, which was designed in 2015 to provide Company wide standards for learning and development