♦ Managing Our Workforce
|IPL 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 Respect, Recognise & Reward and vital to achieving our business objectives.|
During 2016 we saw significant cyclical and structural change in our markets including explosives, industrial chemicals and fertilisers. In response, we involved and supported our employees as we reviewed our organisational structure and employee roles, implementing changes necessary to ensure alignment with these markets. In 2017, we continued to involve and support our employees in the design and implementation of change and to achieve sustainable benefits through our diversity policies and practices and our improved learning systems.
Our Human Capital strategy contributes to the achievement of our cultural, social and business goals. BEx, our Business System for continuous and focused improvement, is integral to our strategy because core BEx methodologies engage and involve our people, from the ‘shop-floor’ to the executive level, to improve their skills and continuously advance all facets of our operations. We believe that taking an integrated approach will lead to constructive and sustainable outcomes for our people and other key stakeholders.
Key highlights during the year included:
• Company-wide employee participation in BEx projects, which contributed to the BEx Organisation Focused Improvement (OFI) program. The OFI program has not only generated sustainable financial benefits, but provided role-based development and innovation opportunities for employees;
• Training of leaders in coaching and associated skills to further develop BEx leadership capability;
• Maintaining a 2 percent target of Indigenous employees across IPL’s Australian businesses;
• New Enterprise Bargaining Agreements, which meet market demands and provide sustainable pay outcomes, within the Australian explosives and manufacturing businesses;
• Completion of the implementation of the global Learning Business System, which began in 2016, to provide company wide standards for learning and development;
• Completion of the implementation of the Learning Management System in North America which enables compliance, regulatory and mandatory technical training of employees and contractors;
• Establishment of a target to increase the percentage of women in our workforce by 10% year-on-year and to achieve a minimum participation rate of 25% women by 30 September 2022;
• The completion of our second report to Reconciliation Australia on the progress of the IPL Australian Indigenous Reconciliation Action Plan. The Plan will be reviewed in 2019;
• Piloting of the Recruit for Fit program in Australia for our hiring leaders, which includes specific elements of diversity and inclusion aimed at removing unconscious bias.
• Continuation of the My Potential development program for our high potential female talent, which was run across Australia and the Americas in 2017, along with a co-program for the managers of participants.
• Participation in the Everyday Sexism Project, as part of the Chief Executive Officer’s and Company’s commitment to the Victorian Male Champions of Change.
• The use of Social Return on Investment Metrics (SROI) to quantify and communicate some of our social contributions.
Key Challenges and Opportunities
• Ensuring that we continually have skilled, diverse and ready talent to meet current and future demands in a changing market
• 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
• Capability - Building our people’s BEx capability through the use of BEx methods and tools
• Diversity - Increasing our diversity profile at all levels of IPL, including a targeted 10% increase in women globally in 2018
• Human Capital Systems - Completion of software updates required for the roll out of the IPL global Learning Management System (LMS) in Australia
• Workplace Experience – Seeking feedback from our employees via a Company-wide employee engagement survey