2.2 Employee Relations Strategy

ENERGEX Employee Relations Strategy

Foreword by the Chief Executive OfficerThe ENERGEX Executive Team and I are committed to building an organisation that

people want to be part of. Our goal is to have a professional, engaged, and flexible

workforce operating successfully in a positive employee relations environment.I believe we can achieve this goal by: • developing a high-performance culture that is driven by our corporate values; • aligning ENERGEX’s employee relations principles and processes with our

corporate policies and strategic direction;• putting appropriate compliance and governance systems in place; and• developing good working relationships with our employees and the unions

that represent them.

The responsibility for creating a positive employee relations environment at ENERGEX is shared by all. It requires senior executives, managers, supervisors, and

staff to make a commitment to ENERGEX’s values and employee relations principles

of positive leadership, constructive relationships, and meaningful consultation. This document delivers a clear statement of the Employee Relations Strategy at ENERGEX and provides managers and employees with the necessary framework

for creating a positive employee relations climate. The strategy strongly supports the

work we are doing across the organisation to further improve staff engagement.Please take the time to familiarise yourself with the Employee Relations Strategyso that we can work together to make ENERGEX an even better place to work.

Terry EffeneyChief Executive Officer

20 August 2007

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ENERGEX VisionTo set a new standard of excellence in delivering customers’ energy needs.

ENERGEX Employee Relations VisionTo create a positive employee relations climate that supports workforce safety, workforce capability, staff engagement and a high performance customer service culture.

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Purpose

The purpose of this Employee Relations Strategy is to inform managers and employees of the requirements, responsibilities and processes required for a positive employee relations environment and the achievement of sustainable business outcomes.

FoundationThe Employee Relations Strategy supports the ENERGEX Vision and Values by providing the underlying principles to employee relations within ENERGEX.

The Employee Relations function is an integral component of business operations and must be managed having regard to corporate priorities and potential risks, costs and impact on customer service.

The ENERGEX Employee Relations Strategy adopts an integrated management approach to addressing employee relations issues. This approach supports employee relations options that encourage supervisors to lead and employees to actively participate and engage in positive, productive and safe work practices.

The principles of positive leadership, constructive relationships and meaningful consultation are fundamental to the Employee Relations Strategy.

All people management activities within ENERGEX should align to the four key elements of the Employee Relations Strategy. They are:

� Alignment with strategic direction

� Governance and compliance

3 Focus on business outcomes

4 Constructive workplace relationships

Alignment with ENERGEX ValuesThe ENERGEX Employee Relations Strategy supports the ENERGEX Values of:

Put safety FIRST

Respect and support each other

Impress our customers

Set a great example

Be a team player

Deliver balanced results

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Fundamental Principles

Positive LeadershipManagers and Supervisors within ENERGEX should positively influence the employee relations environment by setting a great example and demonstrating leadership in the pursuit of constructive working relationships.

A positive employee relations environment requires that all employees demonstrate positive leadership behaviour. This will contribute to the proactive and timely resolution of employee relations issues.

Working RelationshipsThe achievement of common goals such as “no injuries” and impressive customer service can be facilitated through the development and maintenance of effective relationships founded on mutual support and respect.

To create an environment of constructive workplace relationships requires a commitment to working with employees, managers and unions to take all reasonable steps to resolve issues.

Effective relationships with Government, industry and business partners will assist in the development and implementation of employee relations initiatives.

To ensure mutually acceptable outcomes are acheived, all parties have an obligation to actively communicate with each other in order to develop an understanding of each others’ goals and interests. ENERGEX will strive for balanced results which lead to a resolution of the issue and maintenance of a successful relationship.

Meaningful ConsultationThe pursuit of positive employee relations involves undertaking timely and meaningful consultation with key stakeholders, including employees and unions.

Different situations will require different levels of consultation, such as:

• Information sharing;

• Response seeking;

• Employee input into planning; and

• Cooperative decision-making and planning.

ENERGEX acknowledges the need to support and enable communication between managers and employees; and recognises that openly sharing ideas and information generally results in better outcomes through shared ownership.

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Four Key Elements

Alignment with strategic direction• Ensure Employee Relations outcomes conform

with the ENERGEX direction

• Align employee relations strategies with corporate strategies and values

• Regular reporting on employee relationsissues and trends

• Continuous review of the EmployeeRelations direction

Governance and compliance• Compliance with the legislative

and policy framework

• Leaders setting a great example through accepting accountability

• Consistent interpretation of conditionsand entitlements

• Compliance with workplace entitlements through training and audit processes

Focus on business outcomes• Employee relations outcomes consistent with

business priorities and values

• Employee relations initiatives that support organisational improvement

• Providing timely and accurate advice on employee relations issues

• Effective implementation and communication of employee relations outcomes

Constructive workplace relationships• Involve employees in decision making and

promote issue resolution at the local level• Promote ownership of organisational

change initiatives• Proactive, constructive and respectful dispute

resolution practices• Facilitate and maintain constructive

relationships with unions



Fundamental PrinciplesPositive Leadership, Working Relationships, Meaningful Consultation

ENERGEX Values

Put safety FIRST

Respectand supporteach other

Impress ourcustomers

Set a greatexample

Be ateam player

Deliver balancedresults

ENERGEX Employee Relations VisionTo create a positive employee relations climate that supports workforce safety, workforce capability, staff engagement

and a high performance customer service culture.

Formal Employee Relations Consultative Framework

CEO MeetingsBi-annualFacilitate the development of high-level relationships between ENERGEX and unions, while addressing strategic issues.

Industrial Relations IssuesForum MeetingsBi-monthlyEncourage and promote a co-operative relationship between ENERGEX Industrial Relations Consultants and unions through effective communication and consultation.

Lines of BusinessConsultative CommitteesBi-monthly or QuarterlyPromote consultation at the local levelin each line of business.

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Four Key Elements

Alignment with strategic direction• Ensure Employee Relations outcomes conform

with the ENERGEX direction

• Align employee relations strategies with corporate strategies and values

• Regular reporting on employee relationsissues and trends

• Continuous review of the EmployeeRelations direction

Governance and compliance• Compliance with the legislative

and policy framework

• Leaders setting a great example through accepting accountability

• Consistent interpretation of conditionsand entitlements

• Compliance with workplace entitlements through training and audit processes

Focus on business outcomes• Employee relations outcomes consistent with

business priorities and values

• Employee relations initiatives that support organisational improvement

• Providing timely and accurate advice on employee relations issues

• Effective implementation and communication of employee relations outcomes

Constructive workplace relationships• Involve employees in decision making and

promote issue resolution at the local level• Promote ownership of organisational

change initiatives• Proactive, constructive and respectful dispute

resolution practices• Facilitate and maintain constructive

relationships with unions



Fundamental PrinciplesPositive Leadership, Working Relationships, Meaningful Consultation

ENERGEX Values

Put safety FIRST

Respectand supporteach other

Impress ourcustomers

Set a greatexample

Be ateam player

Deliver balancedresults

ENERGEX Employee Relations VisionTo create a positive employee relations climate that supports workforce safety, workforce capability, staff engagement

and a high performance customer service culture.

Formal Employee Relations Consultative Framework

CEO MeetingsBi-annualFacilitate the development of high-level relationships between ENERGEX and unions, while addressing strategic issues.

Industrial Relations IssuesForum MeetingsBi-monthlyEncourage and promote a co-operative relationship between ENERGEX Industrial Relations Consultants and unions through effective communication and consultation.

Lines of BusinessConsultative CommitteesBi-monthly or QuarterlyPromote consultation at the local levelin each line of business.

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Four Key Elements

1. Alignment with strategic direction.

Alignment with strategic direction ensures employee relations outcomes are consistent with the ENERGEX vision and values and support business priorities.

Strategy:• Ensuring employee relations outcomes conform with the

ENERGEX direction through processes including enterprise bargaining and/or other workplace negotiations;

• Committing to a continuous review of the employee relations direction to ensure it is aligned to corporate strategies and values;

• Considering the impact of employee relations decisions across ENERGEX and industry;

• Influencing Government industrial relations policy to ensure that the business strategy of ENERGEX is accommodated; and

• Understanding and communicating the impact of Government industrial relations policy on ENERGEX and ensuring effective implementation.

2. Governance and compliance.Governance includes developing and maintaining systems and processes to ensure compliance with industrial relations frameworks including legislation, industrial instruments and ENERGEX policy.

Compliance is a joint responsibility that lies with both the employees who must claim entitlements appropriately and managers who are accountable for approval and endorsement of pay and conditions. It is important that all employees understand their conditions of employment and the significance of their responsibilities in this area.

Strategy:• Promoting compliance with the legislative

and policy framework;

• Ensuring accurate employment information is recorded and maintained;

• Ensuring consistency in interpretation of conditions and entitlements;

• Ensuring compliance through training and audit processes;

• Meeting Government, internal and legislative reporting requirements;

• Leaders setting a great example through accepting accountability; and

• Ensuring timely and effective implementation of enterprise bargaining/workplace agreements, and changes to legislation, awards and policy.

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3. Focus on business outcomes.A focus on business outcomes will ensure that employee relations initiatives are consistent with business practices.

Strategy:• Ensuring employee relations outcomes are consistent with

ENERGEX priorities and support business practices;

• The development of policy and industrial instruments in line with the ENERGEX vision, values and business needs;

• Facilitating employee relations initiatives to support organisational improvement;

• Providing timely and accurate advice on employee relations issues;

• Utilising effective advocacy and representation in industrial forums; and

• Ensuring effective implementation and communication of employee relations outcomes at all levels.

4. Constructive workplace relationships.

Constructive workplace relationships contribute to the achievement of common goals such as safety, efficiency and productivity, quality customer service, job satisfaction and career opportunities. A constructive approach will help to minimise industrial disputation and promote innovative issue resolution. Participative negotiation can provide a climate for facilitating resolution and delivering balanced results. In these circumstances, each party has more influence over the outcome.

Strategy:• Promoting constructive workplace relationships between

employees and management at the local level;

• Recognising the role of unions in issue resolution at the local level;

• Involving employees in decision making and promoting issue resolution at the local level;

• Promoting ownership of organisational change initiatives;

• Promoting collaborative and productive working relationships and teamwork;

• Proactive, constructive and respectful dispute resolution practices which encourage the timely resolution of disputes through consultation, information sharing and negotiation;

• Promoting a flexible approach to consultation with unions and addressing issues as they arise;

• Consultative arrangements at all levels of the business; and

• Facilitating and maintaining constructive relationships with key stakeholders including unions based on:

> Open and honest communication;

> Being professional and treating each other with respect;

> Promotion of equity and actively seeking diverse view points;

> Genuine participation in the consultative process; and

> Valuing different points of view with a willingness to compromise when appropriate.

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‘ To encourage and promote constructive workplace relations between ENERGEX and unions through effective communication and consultation.’

Chief Executive Meetings Chief Executive Meetings are held bi-annually and are designed to:

• Facilitate the development of high-level relationships between the Chief Executive Officer and senior union officials, while addressing strategic issues affecting the whole of the business; and

• Ensure a forum to discuss workplace issues of strategic concern.

Industrial Relations Issues Forums Industrial Relations Issues Forums are held bi-monthly between Industrial Relations Consultants and union officials and are designed to:

• Encourage and promote a constructive relationship between ENERGEX and the unions through effective communication and consultation;

• Facilitate consultation and dispute resolution on industrial issues;

• Reduce potential industrial conflict through the development of a positive employee relations environment;

• Provide a regular forum for the exchange of ideas, opinions and information;

• Proactively obtain input and feedback from unions on issues affecting ENERGEX and its employees; and

• Facilitate the achievement of outcomes taking into consideration the needs and requirements of ENERGEX employees, customers and organisational goals.

Divisional Consultative Committees Divisional Consultative Committee Meetings are held bi-monthly or quarterly and are intended to:

• Promote consultation at the local level in each line of business;

• Facilitate communication at the local level between local union delegates, union officials, Human Resource Business Consultants, Industrial Relations Consultants and local management; and

• Provide a forum for local issues to be resolved at the local level.

ENERGEX Formal Employee Relations Consultative Framework

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ENERGEX’s workplace relations approach recognises the benefits of communicating directly with our employees wherever possible. Employees are encouraged to have genuine input to decisions about workplace issues at an individual, team and organisational level. Examples of initiatives in place to facilitate employee involvement and respond to feedback are:

Annual Staff SurveyOur Annual Staff Survey monitors employee engagement, satisfaction, and opinion across a broad range of issues. Key issues raised in the survey are addressed in a corporate level action plan that is led and monitored by the Executive Team. All employees receive a copy of the survey results and the corporate action plan, and regular updates on progress.

Employee Communications StrategyENERGEX has a comprehensive approach to employee communications that is outlined in our Internal Communication Guides for Managers and Staff. Two-way communication is strongly encouraged, and we use a variety of mediums such as team brief meetings, the intranet, the daily bulletin board, staff newsletters, and noticeboards. Employees are also provided with regular opportunities to meet informally with the Chief Executive Officer through staff breakfasts, morning teas and site visits.

Management CommunicationLeaders attend regular forums to discuss business strategy and progress and are provided with assistance and support in communicating key messages to their employees. A focus on Management by Walking Around (MBWA) helps to ensure employees see their leaders regularly and have opportunities to make suggestions and raise concerns.

Staff Workshop ProgramsStaff workshop programs are frequently used to encourage active employee involvement in the deployment of key business strategies and initiatives. Key topics for workshops include safety, the corporate values, and business strategy.

Work Practice Improvement TeamsWorkplace Practice Improvement Teams serve an important function in the Energy Delivery Division. Frontline field staff meet regularly in teams to develop and implement a range of work practice improvement initiatives.

Path for Issue Resolution

Manager

Supervisor

Employee

Feedback

Feedback

Employees who have an issue or concern in the workplace should raise it with their direct supervisor in the first instance. Should the matter fail to be resolved at this level, the issue should be escalated to the next level of management. The Supervisor and Manager should endeavour to resolve the issue at the local level. Support for issues resolution will be available through Human Resources.

Communication with Employees

ENERGEX LtdABN 40 078 849 055GPO Box 1461Brisbane Qld 4001Telephone 07 3407 4000Facsimile 07 3407 4609www.energex.com.au

ENERGEX LtdABN 40 078 849 055GPO Box 1461Brisbane Qld 4001Telephone 07 3407 4000Facsimile 07 3407 4609www.energex.com.au

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2.2 Employee Relations Strategy

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