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Sarah Mcleod, Project Director, Loy Yang A, presentation to the inaugural Women in Electricity Forum, 8 August 2013.
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AGL Generation - the challenges
Sarah McLeod
August 2013
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
» Presentation Title
» February 2008
» AGL Internal
Introduction to AGL Merchant Energy
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
» 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
In
sta
lled
Gen
erati
on
Cap
acit
y (
MW
)
Coal Gas Hydro Wind Other Renewable
6
» Presentation Title
» February 2008
» AGL Internal
Current Market Challenges
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
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
AGL Generation – the challenges
August 2013
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
» Presentation Title
» February 2008
» AGL Internal
Operational Excellence at AGL
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
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 Cultural Impediments
» AGL Generation – the challenges
» August 2013
15
Cultural Impediments
» Presentation Title
» February 2008
» AGL Internal
16
» Presentation Title
» February 2008
» AGL Internal
Workforce Diversity at AGL
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
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
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
So what can WE do?
» AGL Generation – the challenges
» August 2013
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
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
» AGL Generation – the challenges
» August 2013
23
» Presentation Title
» February 2008
» AGL Internal
Thank you