Page 52 - agl036_D9

Basic HTML Version

People and
AGL Energy Limited 50
Employee engagement
Diversity and inclusion
AGL values the diversity in its workforce, and recognises
that diversity is supported and enhanced by an inclusive
workplace culture.
An inclusive workplace, where all employees feel safe and confident
to contribute their ideas and perspectives, facilitates more creative,
innovative and effective solutions for achieving AGL’s business
A diverse workforce and an inclusive workplace culture are attractive
to potential employees and provide AGL with an edge when
competing for talent and in retaining talented people. A diverse
workforce, with its broad range of experience and perspectives, also
has a better opportunity to understand and engage AGL’s customers
and the communities in which it works. AGL’s Diversity Strategy
comprises the following components:
>> AGL Diversity and Inclusion Council (chaired by the Managing
>> AGL Ethics Panel
>> AGL Code of Conduct and AGL Values
>> Diversity and Inclusion Policy
>> issues resolution – AGL Ethics Line; Workplace Issues Resolution
Guidelines, Employee Assistance Program
>> education and training (induction and refresher compliance
training and inclusive leadership training)
>> metrics and performance tracking.
The focus areas for AGL’s Diversity and Inclusion Council for FY2012
were women in the workplace; flexibility and carers needs; and
embedding an inclusive workplace culture.
AGL was recognised as a 2012 Employer of Choice for Women by
the Equal Opportunity for Women in the Workplace Agency (EOWA).
Women in the workplace
AGL monitors gender diversity at each level of the organisation and,
in particular, the representation of women in leadership. AGL faces
similar challenges to other Australian organisations in retaining and
realising the potential of its female leaders who have the capability
and aspiration to move into senior leadership positions. In addition,
many of the roles that offer the critical experiences and career
pathways for future AGL leaders are non-traditional occupations
for women and so the female talent pool is small relative to men.
Of the leaders at AGL, 35% (headcount basis) are female, an
increase from 34% in FY2011, which is lower than the overall
proportion of women in AGL’s workforce (46%).
AGL continues to monitor gender pay equity through various forums
including the Diversity and Inclusion Council and the People and
Performance sub-committee of the Board. AGL’s most recent pay
equity analysis was completed in October 2011. AGL’s gender pay
gap was below the Australian benchmark pay gap of 17.4% in all
groupings except for one senior leader grouping.
In FY2011 AGL incorporated pay equity analytics and reporting into
its annual remuneration review system and supporting processes.
These enhancements have brought gender equity to the forefront
of leaders’ remuneration decisions and have delivered a more
efficient means for AGL to ensure gender equity in the remuneration
outcomes for all employees. AGL’s diversity and inclusion strategy
includes initiatives to address the drivers behind AGL’s gender
pay equity gap.
In November 2011 AGL held its second diversity conference, a
follow up to the all-female conference held the year before. These
conferences provide information, skills and networking opportunities
to advance women in the workplace. The 2011 conference, “Gender
equity: it’s everyone’s business”, was attended by 100 employees
from across the business, including women and men, and was
focussed on educating and enrolling men as advocates for women
in the workplace and of AGL’s initiatives to drive gender diversity.
As noted above, AGL has been recognised by the Equal Opportunity
for Women in the Workplace Agency (EOWA) as a 2012 Employer
of Choice for Women. The Employer of Choice for Women (EOCFW)
citation is a prestigious acknowledgment by EOWA of organisations
that are recognising and advancing women in the workplace. To
receive the citation, AGL demonstrated a commitment to removing
barriers to women in the workplace; gender pay equity; and training
of employees on their rights and obligations in relation to sex-based
harassment. Supported by quantitative evidence, AGL demonstrated
that it is achieving real outcomes for women in the workplace.
2012 recipients, including AGL, will hold the award for two years.
AGL remains compliant with the Equal Opportunity for Women
in the Workplace Act 1999 (Cth) and following its 2012 EOCFW
award, is not required to report under the Act until May 2013.
In December 2011, AGL’s new Parental Leave Policy was launched
(following agreement from AGL’s Diversity and Inclusion Council in
March 2011 to make significant enhancements in order to position
AGL amongst best practice organisations). These enhancements
include an increase in paid parental leave from 12 to 14 weeks with
leave extended to the primary care giver (whether male or female).
Paid partner leave (concurrent leave) was also extended to two
weeks (previously one week). Employees have the opportunity to
take paid parental leave and paid partner leave in a flexible way,
to meet their individual circumstances. AGL’s paid parental leave is
available to employees in addition to any paid parental leave to which
they are entitled under the Australian Government Paid Parental
Leave scheme.
During FY2012 AGL also implemented new talent management
metrics to monitor the representation of women on the succession
plans for business critical roles. This metric is supporting
development planning for women across the company with the
aim of deepening the pool of potential female successors for
critical roles.
During the reporting period, 71 women were due to come back
from maternity leave. Of these 32 (45%) returned to full-time
employment, 27 (38%) returned to work on a part-time basis, and
12 (17%) chose not to return to work (down from 37% in FY2011).