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Competency based classification The implementation of an organisation-wide competency based classification structure is well underway, with the stores, substation design and meter services divisions currently involved in pilot programs. Country Energy workforce by employment status Casual 1% Part time 6% 48 The programs will take approximately three months to complete. When they are evaluated, Country Energy will be in a position to commence the roll-out across all business areas, starting with the customer service and information systems divisions. The initiative has received broad union approval and union representatives have been contacted to be involved in a consultative group to review the program’s progress. As well as meeting due diligence requirements, the initiative is designed to ensure employees are appropriately trained and qualified to meet the current and future requirements of their roles. Future goals – complete roll-out by June 2007. Powerful future To become an employer of choice, we need to develop a highly skilled workforce. This means providing managers with a framework for making staffing and development decisions based on our vision, strategic plan, budgetary resources and a set of desired workforce competencies for addressing present and anticipated needs for the next five to 10 years. Our new workforce planning initiative – known as Powerful Future – aims to get the right number of people, with the right set of competencies, in the right jobs, at the right time. Essentially, it highlights the “people factor” in achieving our goals. Full time 93% Considering that we have an ageing workforce, with 43.7 per cent of employees over 45 years old, workforce planning is vital. It will also help overcome potential issues such as the loss of skills and knowledge, employee retention in a highly competitive market, the current lack of succession planning and shortage of employees willing to work in remote locations. Longer term, resource and research planning indicates an increase in powerline workers and decline in electrical tradespeople. To prepare for this, we have created dual qualified positions within the enterprise award. More people with dual qualifications will provide greater flexibility to combat the expected industry skills shortage. Future goals – Develop a current workforce profile by October 2005 to help identify gaps and develop workforce plans integrating retention and attraction strategies. Plans will then be monitored and updated on a yearly basis. Number of employees 1200 1000 800 600 400 200 Employee age distribution 0 15-24yrs 25-34yrs 35-44yrs 45-54yrs 55-64yrs 65+yrs Age COUNTRY ENERGY ANNUAL REPORT 2004–2005
Employee assistance program Country Energy offers a free, independent and professional counselling and support service to all employees and their immediate families. The Employee Assistance Program provides assistance in resolving work related and personal problems, which may impact on employees’ quality of life and their safety and work performance through face-to-face or telephone counselling. Participation is voluntary and confidentiality is assured. Turnover rate During the year, our employee turnover rate was 5.34 per cent, which is in line with previous years and only slightly above our target of four per cent, which is considered industry best practice. 49 Future goals – Four per cent turnover rate. Industrial relations Country Energy’s Award for 2005-2007 was negotiated with the unions in less than two months, with a number of business units contributing to the discussions. The new award is expected to be ratified in August, registered by October and increases paid in November 2005. Other than general wage increases, the award includes major improvements to maternity leave and other conditions of service, as well as more efficient outsourcing arrangements. It will contribute to enhanced conditions and improved business efficiencies and help to achieve our goal of becoming an employer of choice. Our record of no lost time due to industrial disputes was maintained this year. COUNTRY ENERGY ANNUAL REPORT 2004–2005
Page 1 and 2: Becoming Australia’s leading util
Page 3 and 4: Priorities in 2004-2005 Country Ene
Page 5 and 6: A leader in safety 5 COUNTRY ENERGY
Page 7 and 8: Detailed audit schedules have been
Page 9 and 10: Workers compensation In addition to
Page 11 and 12: A successful national retailer 11 C
Page 13 and 14: Looking inside We recognise that ou
Page 15 and 16: This resulted in the campuses reduc
Page 17 and 18: The best network manager 17 COUNTRY
Page 19 and 20: The table below highlights some exa
Page 21 and 22: • Large snowfalls in the Snowy Mo
Page 23 and 24: Vegetation management The managemen
Page 25 and 26: Information services In addition to
Page 27 and 28: A responsible environmental manager
Page 29 and 30: One of the most rewarding aspects o
Page 31 and 32: Our increasing involvement in proje
Page 33 and 34: Waste management A code of practice
Page 35 and 36: A valued part of the community 35 C
Page 37 and 38: Increased presence Our program of r
Page 39 and 40: Nu 1000 0 2002-2003 2003-2004 2004-
Page 41 and 42: Sponsorship spend $82,424 $125,000
Page 43 and 44: An employer of choice 43 COUNTRY EN
Page 45 and 46: Apprentices by region / operational
Page 47: Employees also initiated a fundrais
Page 51 and 52: Our Executive Craig Murray - Managi
Page 53 and 54: Director Current appointment Board
Page 55 and 56: Risk management Country Energy appr
Page 57 and 58: Executive remuneration At the end o
Page 59 and 60: Consultants A total of $1.3 million
Page 61 and 62: • Electricity Industry Act 2000 N
Page 63 and 64: Financial statements contents Indep
Page 65 and 66: Statement by Members of the Board 6
Page 67 and 68: Statement of Financial Position as
Page 69 and 70: Notes to the Financial Statements f
Page 97 and 98: Customer information The following
Page 99 and 100:
Index A Achievements inside cover A
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