♦ Managing Our Workforce
|IPL endeavours to be a business where Company Values guide behaviours in the workplace, and where employees have the flexibility and tools to learn what they need to execute business objectives within a multi-geography, multi-cultural organisation. Attracting, developing and retaining a highly talented, inclusive and diverse workforce is key to living our Value of Respect, Recognise & Reward and vital to achieving our business objectives. Our Human Capital strategy contributes to the achievement of our cultural, social and business goals.|
During 2018, IPL focused on engaging our employees, developing leaders to build professional skills and continuing to build a diverse and inclusive workforce representative of our communities.
Key highlights during the year included:
• A new executive management structure, announced in January 2018, and restructuring of business to elevate and provide stronger focus on our customers and the development of technology development and product innovation, and providing employees across IPL with new opportunities for career development;
• A global ‘One IPL’ Leadership Forum held in Melbourne, Australia with the aim of bringing together leaders from across our global business to align around our Company Purpose, Company Values and our six strategic Values Drivers: Zero Harm, Talented and Engaged People, Customer Focus, Leading Technology Solutions, Manufacturing Excellence and Profitable Growth;
• A company-wide employee survey using the Gallup Q12, an independent and globally recognised approach to employee engagement. This resulted in over 700 individual reports for managers and the development of three-year employee engagement plans at different business levels;
• Continued training to further facilitate leadership coaching capability;
• Expanding the diversity of IPL’s workforce. In Australia, 33 percent of IPL’s external hires during 2018 were female, increasing female participation across IPL’s Australian workforce to 22 percent;
• Exceeding a two percent target of Indigenous employees across IPL’s Australian businesses, reaching 2.6 percent in 2018;
• The completion and review of our first three-year Australian Indigenous Reconciliation Action Plan (RAP), with a new plan to be developed in 2019;
• Foundational software system updates across Australia to facilitate the completion of the global One IPL Learning Management System in early 2019; and
• Continuation of the My Potential development program, along with a co-program for the managers of participants, for our high potential female talent was run across the Americas in 2018 and will be re-introduced to Australia in 2019.
Key Challenges and Opportunities
• Ensuring that we continually have skilled, diverse and ready talent to meet current and future demands in changing markets;
• 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; and
• Engaging our geographically and culturally diverse workforce on a site-by-site basis.
• Increasing our diversity profile at all levels of IPL;
• Further development of out human resources strategy to complement our existing talent, development, performance cycle and recruitment processes; and
• Building a more engaging workplace experience through our strategic three-year employee engagement plan.