1. Organisational Culture Change and Leadership in a Multi Utility

2. Culture Survey Human Synergistics engaged Executive Team completed Leadership Impact Survey Organisational Culture Inventory (OCI) and Organisational Effectiveness Inventory (OEI) surveys undertaken over 4 week period – July 2009 43% response rate

3. Survey Results Balance of task and people High security focus Primary styles driving culture – avoidance and oppositional Minimal Constructive styles Very busy, yet not focussed on the right things

4. Operational Business Units NetworksGenerationRemote Operations Water Services Retail

5. What the data told us Consistent cultural style across business units and locations Culture firmly entrenched Challenged the “we’re different” myth High job security, positive intention to stay and low stress Mission and Philosophy, Leadership and Management, Problem solving skills

6. Understanding Culture

8. Leadership CulturePerformance Leadership | Culture | Performance

9. 2009 Results N = 272011 Results ; N = 53 StylePercentile TestRetestShift SignificanceStylePercentile TestRetestShift SignificanceStylePercentile TestRetestShift Significance NS: Not Significant;*: p < 0.05; **: p < 0.01; ***: p < 0.001.Statistical results are based on t-tests carried out on raw (rather than normed) scores. Service Delivery Business Unit AchievementApprovalOppositional 2234125935-247752-250.303 NS 0.116 NS 0.160 NS Self-ActualisingConventionalPower 143420 6237-253525-10 0.088 NS 0.122 NS 0.436 NS Humanistic- Encouraging DependentCompetitive 446319 6734-335233-19 0.287 NS 0.083 NS 0.252 NS AffiliativeAvoidancePerfectionistic 3055257251-214521-240.119 NS 0.175 NS 0.165 NS

10. 2009 Results N = 192011 Results N = 14 StylePercentile TestRetestShift SignificanceStylePercentile TestRetestShift SignificanceStylePercentile TestRetestShift Significance NS: Not Significant;*: p < 0.05; **: p < 0.01; ***: p < 0.001.Statistical results are based on t-tests carried out on raw (rather than normed) scores. Internal Support Business Unit AchievementApprovalOppositional 4810-38303666147-140.037 * 0.835 NS 0.580 NS Self-ActualisingConventionalPower 4010-30 4864164634-12 0.114 NS 0.590 NS 0.680 NS Humanistic- Encouraging DependentCompetitive 3326-7 3242104127-14 0.754 NS 0.737 NS 0.634 NS AffiliativeAvoidancePerfectionistic 289-1954711741 00.199 NS 0.565 NS 0.980 NS

11. 2009 Results N = 72011 Results N = 14 StylePercentile TestRetestShift SignificanceStylePercentile TestRetestShift SignificanceStylePercentile TestRetestShift Significance NS: Not Significant;*: p < 0.05; **: p < 0.01; ***: p < 0.001.Statistical results are based on t-tests carried out on raw (rather than normed) scores. High Performing Technical Team within Operational Business Unit AchievementApprovalOppositional 2181601936172134130.095 NS 0.334 NS 0.541 NS Self-ActualisingConventionalPower 398849 38371210-2 0.178 NS 0.987 NS 0.820 NS Humanistic- Encouraging DependentCompetitive 489244 1448342015-5 0.090 NS 0.256 NS 0.754 NS AffiliativeAvoidancePerfectionistic 267852378-291073630.052 NS 0.246 NS 0.006 **

12. What the results told us Moving in the right direction Varied rates of progress Business units need to do more Leadership – culture – performance link was apparent Move from knowing to doing Continue with current activities and do more

13. Challenges of change Executive Buy In Maintaining momentum Time Working in the culture Change fatigue Competing with operational demands- keeping culture change on the agenda Encouraging support and creating environment for new leaders to develop and apply learnings

14. Insights Engineering mindset Leadership and commitment Revisit the basics Keep focus on what is needed to change Support Takes time Celebrate every win, acknowledge achievement and reflect

15. What’s next? Building accountability Recognition and Acknowledgement Continue with existing initiatives Increased business unit involvement and action Team leader development programs Coaching for improvement and support