Endeavour Energy Annual Performance Report - Parliament of New ...
Endeavour Energy Annual Performance Report - Parliament of New ...
Endeavour Energy Annual Performance Report - Parliament of New ...
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STRATEGIC OBJECTIVE 6 – DELIVER PERFORMANCE THROUGH PEOPLE<br />
2010–11 Objective 2010–11 Target 2010–11 Result<br />
• Negotiate a new<br />
Enterprise Agreement.<br />
• Integrate refreshed values<br />
and new leadership<br />
competencies into the way<br />
we recruit, develop and<br />
promote our leaders.<br />
• By December 2010.<br />
• By June 2011.<br />
• We negotiated a new Enterprise Agreement under the<br />
Fair Work Australia framework, providing wage increases<br />
for employees and productivity gains for customers.<br />
• To align performance to our desired culture, we<br />
introduced our refreshed values to employees through<br />
the ethics and the reward and recognition programs. We<br />
also introduced a new performance management process<br />
for contract staff, aligned with our values and leadership<br />
competencies.<br />
Enterprise agreement<br />
In 2010–11, for the first time, we<br />
negotiated a new Enterprise<br />
Agreement (EA) under the Fair Work<br />
Australia framework. This resulted<br />
from legislation passed by the NSW<br />
and Commonwealth <strong>Parliament</strong>s<br />
transferring industrial agreements<br />
<strong>of</strong> NSW State Owned Corporations<br />
to the Federal Industrial Relations<br />
system. Under this framework,<br />
employees have the right to be<br />
represented by a union or their<br />
own bargaining agent.<br />
With the Enterprise Agreement 2010<br />
having been certified in March 2011,<br />
we are now moving to the<br />
implementation phase <strong>of</strong> the reforms<br />
contained within the agreement.<br />
The key reforms include the iSAFE/<br />
GPS vehicle location system,<br />
effective management <strong>of</strong> allowances<br />
and freezing <strong>of</strong> the pre-93 sick leave<br />
balances. These reforms will ensure<br />
we continue to boost efficiency<br />
through more cooperative work<br />
arrangements and improvements to<br />
the competitiveness, flexibility and<br />
productivity <strong>of</strong> our organisation.<br />
Developing people<br />
and culture<br />
This year, we implemented the first<br />
stage in our three-year roadmap<br />
to develop our people and culture.<br />
This work included initiatives<br />
aimed at developing leaders<br />
through the introduction <strong>of</strong> new<br />
development programs for senior<br />
and middle managers.<br />
To align performance to our desired<br />
culture we introduced our refreshed<br />
values to employees through ethics<br />
training and reward and recognition<br />
programs. We also introduced a<br />
new performance management<br />
process for contract employees,<br />
aligned with the values and new<br />
leadership competencies.<br />
In line with our strategic objective<br />
<strong>of</strong> delivering performance through<br />
people, in 2011–12 we will continue<br />
to focus on building an engaged and<br />
capable workforce that embraces<br />
our values.<br />
To align performance<br />
to our desired culture<br />
we have introduced<br />
our refreshed values to<br />
employees through our<br />
ethics and reward and<br />
recognition programs<br />
A key component <strong>of</strong> these efforts<br />
will involve aligning the selection <strong>of</strong><br />
leaders and development programs<br />
with <strong>Endeavour</strong> <strong>Energy</strong>’s desired<br />
culture. This is necessary, in turn, to<br />
help leaders align the performance<br />
<strong>of</strong> managers and employees with our<br />
strategic and operational business<br />
requirements and build the desired<br />
culture throughout the organisation.<br />
The process includes new leadership<br />
development programs for<br />
senior leaders, middle managers,<br />
operations managers in 2010–11,<br />
and leading hands during 2011–12.<br />
By June 2012, 130 managers will have<br />
completed an <strong>Endeavour</strong> <strong>Energy</strong><br />
tailored leadership development<br />
program.<br />
THE YEAR AHEAD<br />
2011–12 Objective 2011–12 Target 2011–12 Reason<br />
• Align leadership<br />
development programs<br />
to the company’s purpose<br />
and desired culture.<br />
• Aligned programs in place<br />
by December 2011.<br />
• To help leaders align manager and employee<br />
performance with strategic and operational<br />
business requirements and build our<br />
desired culture.<br />
<strong>Endeavour</strong> <strong>Energy</strong> <strong>Annual</strong> <strong>Performance</strong> <strong>Report</strong> 2010–11<br />
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