People
Key talent retention
Key talent retention was challenging during FY22. AGL attributes this to a number of factors, including the uncertainty caused by the proposed demerger, the highly competitive external job market and the increasing changes and challenges experienced across the energy industry. During FY22, senior appointment and promotion decisions were made to appropriately staff the proposed demerged companies, both of which would be smaller and with different talent and capability requirements to AGL, and aspects of organisational redesign were implemented over the year. The withdrawal of the proposed demerger had implications on the retention of some key talent. Despite the acknowledged loss of skilled executives, AGL enters FY23 confident in the capabilities of its extended leadership team.
FY18 | FY19 | FY20 | FY21 | FY22 | |
|---|---|---|---|---|---|
Key talent retention rate | 81% | 80% | 98% | 95% | 76% |
Notes
FY18 key talent retention calculated using Enterprise Leadership Team (ELT) members (excluding Executive Team members) identified as key talent per AGL's talent process in FY17 who were still employed as at end of FY18.
From FY19, key talent retention is calculated using employees identified as key talent from a cohort comprising AGL’s ELT and their direct reports.
Data excludes Southern Phone Company employees, as the payroll data system used by this business is not fully integrated with AGL's systems.
Employees from Solgen, Epho and Click Energy (all acquired during FY21) are included from FY22.
Data does not include employees from Energy360 (17 employees) (acquired during FY22), as they were not integrated into AGL's human resource systems as at 30 June 2022.