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Achieving our ambitious goal of growing AGL into a world class, customer focused energy company depends on us having a workplace where people have the opportunity and the resources to make a meaningful contribution to their business, where they are appropriately empowered to make the decisions they are best placed to make, and where they are recognised for the contributions that they make.
AGL’s integrated business strategy – which is the operational blueprint for delivering AGL’s goals – sets a clear direction and performance framework for all employees. The 2006 demerger of our infrastructure assets and operations allowed AGL to simplify the organisational structure across all parts of the business. This was a key first step in reducing the number of reporting layers and increasing the agility and visibility of talented people and ideas at all levels. This included the consolidation of our large retail business in Melbourne.
Simplifying the organisational structure across all parts of the business was a key first step to reduce the number of reporting layers and increase the agility and visibility of talented people and ideas at all levels. This significant restructuring included the consolidation of our large retail business in Melbourne.
Our approach in all people strategies is to keep and build on those things that work, and to challenge, retire and recreate those things where we believe we can do it better. |
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