Learning and Development

We aim to develop leaders with the flexible skills and relevant competencies needed to rapidly adapt to changing financial and market situations and to provide our leaders with the skills and experience needed to run a large, multi-geography, multi-cultural organisation.

This year we continued to focus on:

• Leader as Coach: continuing to develop leaders with the appropriate skills and competencies to deliver continuous improvement.

• Fostering an environment where, through continuous learning, employees have the flexibility, tools and freedom to realise our business objectives.

• Delivery of our current suite of learning solutions, aimed at building capability across our entire Value Chain, including technical LEAN capabilities, communications skills, problem solving, leadership and coaching.

Fostering learning culture is critical to our ongoing success. The IPL Learning Business System (LBS) embodies how we operationalise Business Excellence in a learning and capability building context.


Our Learning Business System is a Group wide framework of standards, processes and tools for learning. Completed during 2017, the system is a direct enabler of our Human Capital strategies and a review was conducted during 2018 to ensure its effectiveness. The key benefits and aims of the LBS are shown in the graphic to the right.


The IPL Learning Business System guiding principles outline a clear role for leaders as coach. Coaching is integral to team based problem solving practices to bring continuous improvement across many areas of our global business.  This remained a strong focus in 2018: see our Case Study, BEx processes in Global Manufacturing.


The results have included the elimination of waste streams, improved safety, more efficient use of raw materials and monetary savings as our employees ‘Challenge and Improve the Status Quo’, ‘Care for the Community and our Environment’ and ‘Treat the Business as our own’. Engaging our employees to live out our company values through BEx leadership, coaching and focused improvement projects often results in meeting the ‘triple bottom line’ of sustainability by providing economic, social and environmental benefits and outcomes from a single project.


Coaching is a powerful learning experience for both the coach and coachee, as both participants gain a greater understanding and knowledge of themselves and their potential. Leadership as coaching also maximises the effectiveness of training events, because it assists in creating an environment of continuous learning.

To complement our training of leaders to coach, we piloted the Continuous Performance Conversations tool in 2018. This tool enables improved planning and tracking of performance and development conversations. As part of the three-year employee engagement plan, our target is to extend the use of this tool to more than 700 leaders in the organisation. The effectiveness of our Leader As Coach training will be tracked through the regular pulse surveys planned as part of our three-year engagement plans

During 2018 we completed foundational software system updates across Australia to facilitate the extension of the global One IPL Learning Management System (LMS) beyond the Americas to Australia in 2019.  Supported by the standards, methodologies and tools which are part of our underlying Learning Business System, the LMS provides a platform for standardised processes to deliver, record, and report learning that is aimed at creating and sustaining competence in our people.


The updated LMS is integrated with our core systems and, once extended to Australia, will deliver a single global platform for training including safety and regulatory compliance training for all employees and contractors. It will be accessible 24/7 and will provide a new level of accountability for both web and instructor based compliance training. Initially offering over 400 compliance courses, an additional 64 courses were added in 2017, and 621 courses were available in 2018. The platform facilitates the ongoing development of our employees and provides consistency in training as well as rapid deployment of new training and Zero Harm initiatives, including process improvements and Process Safety Management. 

The system allows us to:


• deliver critical compliance and safety web-based training for all;

• align regulatory training to specific job codes and functions, ensuring our people get the right training in the right time frames;

• provide a single source of training records and content for our instructors;

• track training completions against requirements to provide visibility of competence of employees and contractors;

• run reports of training completions on demand;

• run reports of present and future training deficits;

• allow our managers to schedule employees on training courses; and

• provide our employees and contractors with a “one stop shop” where they are able to view, track and complete all compliance training assigned to them.


The global LMS also allows us to assess the effectiveness of our training processes through the generation of reports including:

• the percentage of employees compliant;

• the percentage of leaders with compliant employee teams;

• the highest and lowest scoring teams, plants and sites; and

• the percentage of employees due for recertification in the following 30 days.


Our focus for 2019 includes:

• Completion of the global One IPL LMS through its extension to Australian employees; and

• The rollout of mobile apps within Australia to enable remote access to the