Talent Management and Leadership Development

TALENT MANAGEMENT

To support our objective of having the right people in the right roles with the right capabilities, we have implemented rigorous processes to identify and develop high potential employees and to continually develop all employees.

Identifying and developing high potential employees

On an annual basis, functional heads and leaders within each of our businesses are required to identify employees with high potential to become a leader. The identification process uses both a formal set of criteria and data from the annual performance management process. Nominations from across the Company flow up to the Executive team who meet annually to develop a list of those candidates who will receive training and development opportunities to help them meet their full potential. Both functional areas as well as a separate Commercial Council, created to manage talent within the Company's commercial operations, supply the nominations.

As a separate exercise, succession planning is conducted annually across the Company, identifying short, medium and long term candidates for key roles in the organisation.

Ultimately, a report on high potential employees and a succession plan is delivered to the Company's Board of Directors. It is a Board responsibility to ensure that a succession plan is in place for all executive roles. Similarly, the Executive team must identify and develop successors for level 3 roles (those that report to Executive team members).

Specific developments plans are developed for employees identified as high potential. This can include elements such as training, experience opportunities and mentoring. If a specific need is identified for many of these employees, e.g. Safety Leadership skills, then a company-wide solution may be developed and implemented as part of the Human Resources annual operating plan.

LEADERSHIP DEVELOPMENT

During FY2010/11 we focused on developing and implementing formal leadership development across the Company. We recognise that to support the now much larger Company and achieve our plans for the future, we need leaders who have the skills and experience to run a large, multi-geography, multi-cultural organisation.

Our formal Leadership Development program is a multi-faceted program that has a three year curriculum and will be completed by approximately 100 people each year - those with direct reports or who are in key roles. The curriculum will be updated each year as a result of feedback from the succession planning and performance management processes and from our employee opinion Survey results.

During FY2010/11 over 800 employees completed the first part of the program. Training this large number of people in Year One was strategic. It will allow a common language and understanding of leadership to be used across the organisation and was necessary to start embedding a new leadership culture.

The success of the program will be measured using several different metrics, including: