Strategic objective 6 – deliver performance through people

2010–11 Objective	2010–11 Target	2010–11 Result
Negotiate a new Enterprise Agreement.	By December 2010.	We negotiated a new Enterprise Agreement under the Fair Work Australia framework, providing wage increases for employees and productivity gains for customers.
Integrate refreshed values and new leadership competencies into the way we recruit, develop and promote our leaders.	By June 2011.	To align performance to our desired culture, we introduced our refreshed values to employees through the ethics and the reward and recognition programs. We also introduced a new performance management process for contract staff, aligned with our values and leadership competencies.

Enterprise agreement

In 2010–11, for the first time, we negotiated a new Enterprise Agreement (EA) under the Fair Work Australia framework. This resulted from legislation passed by the NSW and Commonwealth Parliaments transferring industrial agreements of NSW State Owned Corporations to the Federal Industrial Relations system. Under this framework, employees have the right to be represented by a union or their own bargaining agent.

With the Enterprise Agreement 2010 having been certified in March 2011, we are now moving to the implementation phase of the reforms contained within the agreement. The key reforms include the iSAFE/GPS vehicle location system, effective management of allowances and freezing of the pre-93 sick leave balances. These reforms will ensure we continue to boost efficiency through more cooperative work arrangements and improvements to the competitiveness, flexibility and productivity of our organisation.

Developing people and culture

This year, we implemented the first stage in our three-year roadmap to develop our people and culture. This work included initiatives aimed at developing leaders through the introduction of new development programs for senior and middle managers.

To align performance to our desired culture we introduced our refreshed values to employees through ethics training and reward and recognition programs. We also introduced a new performance management process for contract employees, aligned with the values and new leadership competencies.

In line with our strategic objective of delivering performance through people, in 2011–12 we will continue to focus on building an engaged and capable workforce that embraces our values.

To align performance to our desired culture we have introduced our refreshed values to employees through our ethics and reward and recognition programs

A key component of these efforts will involve aligning the selection of leaders and development programs with Endeavour Energy’s desired culture. This is necessary, in turn, to help leaders align the performance of managers and employees with our strategic and operational business requirements and build the desired culture throughout the organisation.

The process includes new leadership development programs for senior leaders, middle managers, operations managers in 2010–11, and leading hands during 2011–12. By June 2012, 130 managers will have completed an Endeavour Energy tailored leadership development program.

The year ahead

2011–12 Objective	2011–12 Target	2011–12 Reason
Align leadership development programs to the company’s purpose and desired culture.	Aligned programs in place by December 2011.	To help leaders align manager and employee performance with strategic and operational business requirements and build our desired culture.

Deliver performance through people