| AGL has pursued the establishment of a new culture by removing multiple layers of management, shortening decision making processes to focus on the key elements of value and risk, encouraging and recognising initiative and rewarding employees according
to the achievement of clearly defined and agreed Goals.
AGL is emerging from the major recent changes associated with the demerger, the Phoenix change program and the downsizing of many corporate functions as a lean, agile and resilient competitor, well placed to initiate and benefit from future energy market consolidation. | |
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