In FY18 we employed around 56,000 people including Spotless. Approximately 65 per cent of our employees based in Australia and New Zealand are covered by collective agreements and industry-based awards. We have a wide variety of employment arrangements across the Group, including individual contracts of employment and collective agreements. This reflects the diverse sectors in which we operate.
Workforce breakdown by region
Talent attraction and retention of skilled employees
Downer understands the importance of identifying, recruiting and developing outstanding people.
We annually assess performance and potential as part of ongoing development and retention strategies.
All full time and part time employees at Downer’s major Australian and New Zealand sites receive the same benefits.
Downer recognises the importance of creating an organisational culture that builds engagement and empowers our workforce. This delivers high-performing individuals who are committed to the company and has a direct impact on how safely they work, the quality of the leadership and supervision they provide, and the development of new initiatives and innovations.
Downer's annual Employee Engagement Survey has been administered for four years and this year Spotless employees also participated. This survey allows us to understand what we do well as a company and where we can improve. It also serves as a channel for honest feedback and a direct line of communication to the CEO, Executive Leadership Team, Downer Board and all employees.
This year Downer achieved an engagement score of 69 per cent, and a progress score of 61 per cent. Consistent with previous results, Downer performed well on questions about teamwork, safety and role clarity. The following represents these key metrics and demonstrates our commitment to our people, their safety and continued success.
89 per cent
87 per cent
86 per cent
Feedback suggests Downer can improve our employee experience by supporting better cross-unit cooperation and supporting innovation. To address this valuable feedback, divisional leaders will work with their teams to identify and implement action plans.
Downer recognises the value in effectively managing knowledge. As a learning organisation Downer solves problems systematically, embraces and tests new approaches and methodologies, and learns from past experiences, failures and best practices.
Custodianship of Knowledge Management within Downer is through the Project Management Office (PMO) via the development, maintenance and delivery of process and people capability.
The PMO transfers knowledge throughout Downer by sharing lessons learned and through the learning and development capability of our people.
Diversity and inclusiveness
Downer is committed to a workforce that reflects and is informed by the customers and communities we serve while maintaining a sustainable business.