Recruitment provides a great opportunity to welcome new people to our business.  All candidates should be treated equally and fairly.  Often this may be a person’s first experience with our company and it may be a lasting one.  Even if they are not successful in getting the job, they should have been treated fairly and professionally throughout the process.

Objective

The business objectives of Ausenco are supported through the effective attraction and selection of talented and suitably qualified people, aligned to our values and culture.

Principles

• Recruitment is an opportunity and not a task.
• It is a primary role of each manager to build and develop their team.
• All selection decisions should be based on equity and fairness.  We apply a best-for-business approach using merit-based selections supported by job-relevant factors including behavioural fit, qualifications and experience.
• Recruitment needs are planned in advance, based on an understanding of the future requirements of the business.  Where possible, we will adopt a proactive recruitment strategy to get the best outcomes.
• Ideally, internal resourcing options, such as promotion, redeployment or transfer, will be considered prior to going to the external market.  The internal advertising of vacancies
• is encouraged concurrently with or prior to external advertising.  There may be some exceptional circumstances where this is not possible.
• We all have a role to play in recruitment.  The referral of suitably qualified candidates is a valuable source of new recruits.  Also, advocating our business as a great place to
• work acts to continuously enhance our reputation as a preferred employer. 
•  All candidates are treated professionally and courteously.  We seek to respond in a timely manner and all candidates are provided with a response.
• Our aim is to be recognised as a preferred employer within the industry sectors and regions in which we operate.

It is very important to get off to a good start.  That’s why we place a lot of emphasis on a new employee’s induction.  A good induction will provide role clarity and reinforce why their job is important to the business.  It will also confirm in that person’s mind that they have made the right decision in joining our team.  We hope it marks the beginning of a long and successful career with Ausenco.

Objective

To support the commencement of our new people so they are provided with the resources and information necessary for their success.

Principles

Induction is not a single, discrete activity, but a process that starts from the first day of employment and will continue for the first few months.  It is staged to help the employee retain new information. The information is delivered through a combination of methods including: one-on-one coaching; self-directed learning; on-the-job training; facilitated group work.
An employee’s direct manager is responsible for ensuring that he or she is adequately inducted and properly prepared to commence work.  Adequate preparation includes providing the necessary tools and equipment upon commencement and communicating the person’s appointment to others.

Importantly, it should also be recognised that the individual has a key role to play in proactively seeking out the people and information that can contribute to the new starter’s success.  People and Performance, safety and other support staff will play an important role in facilitating the delivery of some core content.
To be most effective, induction programs are tailored to the individual employee.  Induction requirements will vary and depend on such factors as job function, workgroup and location.  Induction programs will include but are not necessarily limited to:

Ausenco maintains a strong commitment to encouraging employee development through formal programs and on-the-job experiences.  This commitment is demonstrated through our investment in a number of initiatives including graduate development programs, leadership development, technical skills education, and external education support.

Objective

To provide an environment where people are encouraged to continuously develop their skills and contribute to the achievement of individual and organisational objectives.

Principles

We all have a responsibility to proactively contribute to our own development.  All employees are encouraged to develop and maintain their Personal Development Plan.
We believe a ‘learner-centric’ approach, with the focus on the specific needs of the individual, is the most beneficial way to develop our people.  The Personal Development Plan is a core element of this approach.

Each manager has a responsibility to develop others and foster a work environment that supports continuous learning.  The manager has a responsibility to ensure Personal Development Plans are in place and that training activities are relevant and aligned with the development needs of the individual and our business objectives.

Effective learning and development (L&D) does not occur only through attending formal training courses.  The most valuable development often occurs through experiences on the job and through one-on-one coaching.  Technology is used to facilitate effective and efficient outcomes.

 Training activities should be based on the following standards:

• A stated link to business objectives
• Application of adult learning principles
• Recognition of cultural differences\
• Delivery of high-quality, relevant content
• A principle of excellence, not adequacy.

We believe that, given the right level of guidance, feedback, recognition and a positive work environment, most people will strive to do their best.

Objective

To provide a work environment that encourages high performance and sets our people up for success.

Principles

Individuals are encouraged to take ownership of their performance.  If they are not receiving adequate direction, they should seek it.  If more feedback is necessary, they should ask for it.

Ultimately, managers are accountable for the performance of their team.  Managers are responsible for providing regular and honest feedback and supporting development planning for their team members.

Regular and ongoing feedback is important.  However, it is important to stop and make time for a quality conversation between the manager and team member.  The performance discussion should provide clarity in relation to accountabilities of the role.  Previous performance and development plans should be reviewed and feedback provided.  Future objectives and a Personal Development Plan should be established. \

We seek to foster a performance-based culture where good performance is recognised and rewarded.  There is and should be a connection between performance and pay.  However, the link is not necessarily a direct and distinct correlation as many other factors will contribute to remuneration decisions including market forces, internal and external relativities and business performance.

Performance is not based solely on achievement of outcomes.  The manner in which a person performs their role and the values and behaviours they demonstrate are also very important contributors to any assessment of overall performance.

All employees participate in a performance discussion with their manager at least once a year.  The results of the discussion are documented, retained on file and reviewed by the next level manager (i.e. manager once removed).  Specific forms and processes are used for these activities.

At Ausenco, we recognise that our entire team contributes to our success and it is therefore important that we all have the opportunity to share in the associated rewards.  That’s why we place a great deal of importance on our reward package – we want to ensure that our remuneration and benefits are market-competitive so we can attract and retain the best people.

Objective

To align our remuneration and benefits practices with organisational goals and to effectively communicate the benefits of working with Ausenco so we can continue to attract and retain high-performing people.

Principles

Ausenco maintains market-competitive remuneration levels which are monitored through regular external benchmarking.  Internal relativities are proactively managed through regular reviews which take into account market conditions and the individual’s performance.

As a global business, we encourage the transfer of employees between our operations and countries.  Ausenco’s remuneration structures have been developed to facilitate the global mobility of our people.

The Ausenco Employee Share Plan provides all permanent employees with the opportunity to share in our success.  Subject to the Board’s approval, the plan is offered on an annual basis.  The share plan provides incentives to encourage our employees to become shareholders in the business.

Where applicable, some positions may be eligible for short and/or long-term incentives which further reward performance and serve to assist in the retention of key employees.  Such programs are subject to satisfactory performance of the individual and the company.

Non-monetary rewards and recognition are also encouraged as very positive reinforcement strategies for employees.  Managers are encouraged to make recommendations to senior management when outstanding employee contributions are identified.

We encourage our managers to consider the full rewards package when communicating with prospective and current employees.  This includes additional benefits that may vary by location.  Importantly, it also includes tangible and intangible rewards associated with working for a successful business.  Things like the work environment, company culture, opportunities for development, and quality of leadership are all very attractive aspects of working for Ausenco.

Leadership is a key driver of culture and we recognise that an effective relationship between the manager and team member is a critical driver of employee satisfaction and commitment.  It is the role of each manager to ensure their people are provided with the resources, guidance and support necessary to meet clients’ needs and our business objectives.

Objective

To ensure our managers have the necessary skills, values and behaviours to effectively lead our people in providing innovative and high-quality services to our clients.

Principles

Let managers manage.  Our policies and processes will support this principle and provide due decision-making discretion where appropriate.  People and Performance and other support staff may coach and advise line managers regarding people management matters however accountability clearly remains with the line manager.

A leader is as successful as their team.  The opportunity to build a team is an important role.  It is up to the manager to take ownership of selection decisions while following due process and protocols.

‘Hold to account’ is a key expectation of our leaders.  To achieve it, the manager must provide clear expectations, regularly monitor performance and provide feedback.  It will, at times, necessitate courageous conversations and strong action.

The next level manager has a key role to play in relation to the people management of their team.  Decisions regarding a team member’s remuneration, performance, development, and career should be taken by a manager in consultation with the next level manager.

Leadership is not associated with people alone.  Thought leadership and technical leadership are also crucial to our success.

Ausenco management and leadership development activities will be structured in recognition of the 70:20:10 principle associated with how people most effectively develop these skills.  That is, 70% through experience on the job, 20% learning from others via coaching and mentoring, and 10% via formal education and training.

The Ausenco leadership framework (Lead, Grow, Innovate, Deliver) sets out our expectations regarding the behaviours of our leaders.

We need to plan now for a sustainable future; it is not an option to leave it to chance.  We will most certainly employ people from outside the business and the injection of diverse experience and new outlooks is invaluable.  However, this should be done in a planned manner and be combined with our strategy of ‘growing our own’ people because we recognise that our clients and our people will benefit from a continuity of the culture and values that has provided the foundations of our success.

Objective

To ensure that Ausenco plans and invests in the future human capital needs of the business required for our long-term success.

Principles

We will maintain a succession management process that involves our business leaders identifying the crucial roles and capabilities essential to the achievement of current and future business objectives.  These will include technical and business leadership roles.  We will identify and assess our people against these needs to ensure we have adequate ‘bench strength’ for the future.

The ‘labelling’ of people into particular categories such as ‘High Potential’ will be avoided.  All of our people have a contribution to make to the business and such labels can be destructive to the great majority of the workforce.

We will talk to our people.  All managers are responsible for ensuring their team members are provided with regular and honest feedback.  Managers should also ensure that their people are recognised for their contribution to the business.  Those individuals identified as having a critical role to play in the future success of the business should know this as a result of effective feedback, development and career discussions, as well as the rewards and recognition that we provide to them.

‘Growing our own’ people means that we invest in and support development opportunities.  This will often include activities other than formal training programs such as coaching and mentoring, job rotation, stretch projects, and transfers.  Job opportunities across Ausenco will be communicated and the internal transfer and promotion of staff encouraged.  Even so, a merit-based, best-for-job approach will apply.

Ausenco is committed to operating to the highest standards of ethical behaviour, honesty and fairness in all relationships with our stakeholders.

As representatives of the company, all Ausenco employees are expected to work in accordance with these principles, as a minimum, at all times.  Our leaders are responsible for setting a personal example and ensuring that the work environment and management practices support these principles.

Objective

Establish the standards of ethical behaviour and fairness expected of our people.

Principles

We will comply with all applicable laws, regulations and statutory obligation in the countries in which we operate.

Work decisions are applied equally and fairly.  Ausenco has a firm commitment to fair treatment principles and will ensure that no discriminatory policies or practices exist in any aspect of employment or when providing goods and services to our clients.

We act in accordance with Ausenco’s Core Values which include respect, openness, honesty and safety in all we do.

We respect difference and consider diversity a strength.  Diversity extends to culture, gender, beliefs, experiences and opinions.

Our work environment allows all employees to work to their full potential, free of all forms of harassment, discrimination and bullying.

We accept responsibility and are accountable for our actions.  We do not hide bad news.  It is shared early so we can act on and learn from our mistakes.

We avoid situations which involve or may involve a conflict between personal interests and the interests of Ausenco.

Employees will not seek, offer or accept any payments, gifts, entertainment or other inducements beyond that which is considered as normal and legitimate business practice.

Ausenco resources, including information systems, shall be used in an appropriate and responsible way.

Communication is a vital tool in achieving our business goals.  Our communication strategies are designed to: facilitate strong relationships with all stakeholders; build and protect Ausenco’s reputation; allow us to communicate in ways that meet stakeholders’ needs; and engage, inform and recognise our people.

Objective

To inform, engage and recognise our people so they can effectively contribute to our success and their own development.

Principles

Leaders are primarily accountable for creating an environment where effective communication can occur.

We provide our employees with the information they need to do their jobs including an explanation of how their role contributes to achieving the broader business goals.

Ausenco business units should tailor their communication activity to meet their employees’ and other specific stakeholders’ needs, provided they are within agreed guidelines and the content is consistent across the company.

All employees, regardless of their location or the business unit in which they work, should have access to information in formats that suit them and are relevant.  This includes the use of technology to access information.

Two-way communication and employee feedback are important and we maintain mechanisms to achieve this.

 Every employee has a role to play in stakeholder management – in their teams and with their clients and other stakeholders.

We expect compliance with regard to confidentiality, continuous disclosure and Codes of Conduct.