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Sarah Mcleod - presentation to Women in Electricity forum, August 2013
- 1. AGL Generation - the challenges Sarah McLeod August 2013
- 2. 2 » AGL Generation – the challenges » August 2013 1. Introduction to AGL Merchant Energy 2. Current market challenges - how AGL is tackling these challenges 3. Operational Excellence – the need for cultural change - impediments to cultural change 4. Workforce Diversity at AGL AGL Generation – the challenges
- 3. 3 » Presentation Title » February 2008 » AGL Internal Introduction to AGL Merchant Energy
- 4. 4 GAS RENEWABLE THERMAL TRANSMISSION DISTRIBUTION OUR BUSINESS FOCUS INDUSTRIAL & COMMERCIAL CUSTOMERS ENERGY PRODUCTION RETAIL ACHIEVED BY LIVING OUR VALUES RESIDENTIAL CUSTOMERS BUSINESS CUSTOMERS One Team Authentic Delivery Safe & Sustainable Vitality AGL’s Integrated Business Model
- 5. 5 » AGL Generation – the challenges » August 2013 Introduction to AGL Merchant Energy - 1,000 2,000 3,000 4,000 5,000 6,000 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 InstalledGenerationCapacity(MW) Coal Gas Hydro Wind Other Renewable
- 6. 6 » Presentation Title » February 2008 » AGL Internal Current Market Challenges
- 7. 7 Current Market Challenges Low wholesale electricity prices no foreseeable lift in electricity demand surplus generation in market rising business costs NEM in short term “energy recession” Carbon impact ??? MRET target facing political uncertainty Disruptive change from Queensland LNG projects impact long term gas prices Gas generation displaced by coal mid decade Gas market “short swing” by end of decade Increased competition in Business Customers » AGL Generation – the challenges » August 2013
- 8. 8 Implications for AGL • AGL generation output has grown significantly since 2004: • ~500MW to ~6000MW • ~50 staff to 1,500 plus • Requires a much greater emphasis on the operational side of our business • Vital to become as productive and efficient as possible to secure a long-term future through significant industry challenges » AGL Generation – the challenges » August 2013
- 9. 9 AGL Generation – the challenges August 2013
- 10. 10 Questions to ask • Can we work better, smarter? • How can we focus more on those things that add value and less on those things that don’t? Challenging business environment drives need to become Operationally Excellent » AGL Generation – the challenges » August 2013
- 11. 11 » Presentation Title » February 2008 » AGL Internal Operational Excellence at AGL
- 12. 12 What is Operational Excellence? It is: • an embedded Excellence culture of high performance, continuous improvement and feedback loops • Optimized systems/processes, optimized performance & better training opportunities • involves everyone, not just management It is not: • A one-off audit • A ‘business review’ • An IT Systems review • A ‘management fad’ » AGL Generation – the challenges » August 2013
- 13. 13 Operational Excellence Key focus areas: • Market based margin & risk based decision making to meet needs of increased portfolio • Optimized maintenance – Reliability Centred Maintenance /Condition Based Maintenance • Efficient Maintenance (1% improvement in direct activity for a 100 strong workforce = 1,780 hrs/year = 1 FTE) • Improved technical training opportunities • Roll out of Lean Six Sigma capability » AGL Generation – the challenges » August 2013
- 14. 14 Cultural Impediments » AGL Generation – the challenges » August 2013
- 15. 15 Cultural Impediments » Presentation Title » February 2008 » AGL Internal
- 16. 16 » Presentation Title » February 2008 » AGL Internal Workforce Diversity at AGL
- 17. 17 Workforce diversity at AGL 35% are caring for children and 6% are caring for an aging parent or other relative AGL’s first Diversity & Inclusion Census results. 49% worked flexibly in the last year AGL’s Aboriginal or Torres Strait Islander workforce is 2% (more than the Australian average) 43% have caring responsibilities outside work (children, partners, aging relatives) More than 40 different cultures, with 22 languages 7% identify as being lesbian, gay, bisexual, or transgender 3% are living with a disability and 3% are caring for someone living with disability AGL’s public gender diversity target is on track after its first six months (of a 3 year target). Currently 34% of employees in AGL’s top 300 roles are women (up from our starting position of 33%). The target is 38% by June 2015. AGL Generation – the challenges August 2013
- 18. 18 Gender diversity at AGL » AGL Generation – the challenges » August 2013 AGL Women Men % Women % Men Executive 1 8 11% 89% Senior Leaders 18 46 28% 72% Top 300 Positions 2015 Target = 38% 34% 66% Total Workforce 1052 1891 37% 63%
- 19. 19 Gender diversity at AGL » AGL Generation – the challenges » August 2013 Women Men % Women % Men Merchant Operations Top 300 Positions 2 29 6% 94% Torrens Island 4 172 2% 98% Loy Yang Generation 8 236 3% 97% Loy Yang Mine 10 274 4% 96% AGL Hydro 4 72 5% 95% (1) (2) (2) (5) (2) Technical Positions NO Female Apprentices!!
- 20. 20 So what can WE do? » AGL Generation – the challenges » August 2013
- 21. 21 The Mining Industry Example » AGL Generation – the challenges » August 2013 Women in Mining Network (WIMnet) (Australian Minerals Institute) •Sponsorship •Mentoring •Networking •Events •Blogs •Seminars •Career Days
- 22. 22 WE can do something Collaborate to help us meet industry challenges and enhance cultural & gender diversity to bring about cultural change? Set up an industry working group: - how to attract more women to our industry - retain women in our industry - provide industry-wide mentoring - hold industry events sarah.mcleod@agl.com.au » AGL Generation – the challenges » August 2013
- 23. 23 » Presentation Title » February 2008 » AGL Internal Thank you