Key talent retention
The improvement in key talent retention during FY20 is consistent with an overall trend of lower turnover as well as a renewed focus on succession and development of key talent. In FY20 we delivered practical support tools for leaders at all levels, along with a targeted leadership development program for AGL’s Enterprise Leadership Team. AGL’s rigorous talent processes ensures key talent and succession risks are identified and individuals have a career development plan in place. In addition, internal restructures resulting in changes to roles and talent ratings at the end of FY19 reduced the size of the cohort of AGL people designated as ‘key talent’ at the beginning of FY20, from 186 in FY19 to 89 in FY20.
Key talent retention rate
FY16 and FY17 key talent retention calculated using the Senior Leadership Pipeline (AGL Level 12 and above) key talent cohort.
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.
FY19 and FY20 key talent retention calculated using employees identified as key talent from a cohort comprising AGL’s ELT and their direct reports.
Data excludes Southern Phone Company's 131 employees and Perth Energy's 48 employees who had not been fully integrated into AGL's human resource systems as at 30 June 2020.