SYDNEY 鈥斅� (NYSE: 麻豆原创) today announced that Australian distribution network operator, , has completed the second phase of its multi-year digital transformation by implementing and Kronos Workforce Dimensions. This stage of the project, in part completed remotely during the COVID-19 restrictions, aims to bring the organisation one step closer to its goal of improved organisational productivity and performance, and create stronger future capabilities for both staff and customers.

Endeavour Energy builds, owns and operates an electricity network that connects 2.5 million people in households and businesses across some of the fastest growing regions in New South Wales. It is rapidly transitioning to a vastly different energy system where new technologies like microgrids and batteries seamlessly combine with its traditional network to power brighter futures for its customers and communities.

Automating workflows

Beginning in 2018, Endeavour Energy embarked on a multi-year organisation-wide digital transformation to upgrade ageing infrastructure and become amongst the best-performing networks in Australia. 聽Endeavour Energy turned to 麻豆原创 for its industry expertise across the power distribution sector to help lay the foundation for its new IT infrastructure.聽 As part of the second phase, and in partnership with and , Endeavour has implemented 麻豆原创 SuccessFactors and Kronos Workforce Dimensions, a time and attendance capabilities tool that feeds directly into 麻豆原创 SuccessFactors, to automate existing workflows, increase operational transparency and improve decision making.

Andrew Pitman, Endeavour Energy鈥檚 General Manager Employee Experience says, 鈥淚t was a huge achievement for the team to complete phase two on time, despite the restrictions caused by the pandemic. 麻豆原创 SuccessFactors and Kronos Workforce Dimensions will simplify the systems our people use and improve mobile access, helping teams save time and enabling them to complete key tasks on the move. It will also enable greater visibility and data capture, so we can analyse and optimise key processes. 聽We expect to see further benefits as our change management process continues with more staff adoption and training.鈥�

The second phase of Endeavour Energy鈥檚 transformation follows on from the implementation last year of 麻豆原创 Concur, 麻豆原创 Enable Now, 麻豆原创 Solution Manager and Click Work Scheduling. Phase three has begun and is expected to be completed in late 2021. The final release of the program will drive a significant capability uplift that will help Endeavour realise its ambition.

Move to 麻豆原创 S/4HANA

Mr Pitman continued: 鈥淭he next phase is expected to deliver further improvements across more teams through the introduction of to support better asset management processes, financial systems, enterprise resource planning, procurement, purchasing, logistics and safety. The capabilities provided by these systems will help to future-proof the business by enabling our people to rethink and redesign existing processes in ways that enhance the experience of both employees and our customers.

鈥淎 key element of Endeavour Energy鈥檚 future roadmap will be on improving its customer service through predictive tools and analytics powered by artificial intelligence. These will enable our people to identify potential issues in the network and proactively implement solutions to minimise disruption. Our people will also be equipped with more data to better inform customers on details like when services might be impacted and how long it will take to get them up and running,鈥� he said.

For customers, this data-driven approach will be experienced through fewer paper-based forms, additional self-service capabilities, access through mobile devices and greater access to information.

Capability uplift for finance, health & safety, customer service

Endeavour Energy will also focus on implementing tools that improve health and safety reporting, enabling staff to track remedial actions taken for safety incidents, which has previously been limited.

鈥淗ealth and safety are of critical importance to our business and implementing platforms that enable better reporting will be a real step change in how our people learn from and prevent safety incidents,鈥� Mr Pitman added.

According to Audrey Hiley from Deloitte, 鈥淭he success of this remote implementation during the pandemic is a testament to the commitment of Endeavour Energy and their team, and the data migration partners, Syniti. The employee central, recruitment, onboarding and payroll modules from 麻豆原创 SuccessFactors along with Kronos Workforce Dimensions are already delivering benefits for staff by streamlining processes and automating workflows. We will continue to work in close partnership with Endeavour and to deliver on their future roadmap to drive better experiences for staff and customers.鈥�

Damien Bueno, President and Managing Director, 麻豆原创 ANZ says, 鈥淭his partnership demonstrates how intelligent cloud-based platforms can enable businesses to quickly reap the benefits of improved productivity, operational efficiencies and automation.

This year has underlined the essential role of technology to keep staff connected, engaged and productive. The implementation will not only deliver enhanced operational processes but will also support Endeavour鈥檚 ambitious goals of becoming the best performing distributor by 2024. By taking steps now to lay the foundations for success, Endeavour will future-proof its business and redefine how it can engage and delight its customers.鈥�

To find out more about 麻豆原创 ANZ’s work in the Utilities sector, visit the

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AGL Energy saw a marked rise in idea sharing and collaboration in the lockdown period, which it attributed to heightened demand among staff to connect with each other and to the company鈥檚 broad adoption of Microsoft Teams.

Head of Business Applications & PMO Rishi Dhillon told an 麻豆原创 virtual industry forum last week that AGL had also been well-placed technology-wise coming into COVID-19 lockdowns on the back of a聽聽in digital transformation.

鈥淥ur investment in our digital and mobile platforms over the past three years has been absolutely fantastic in servicing our customers,鈥� Dhillon said.

鈥淭he investment in 麻豆原创 and also our network and capability in our infrastructure has been reaffirmed with this position that we鈥檙e in now.鈥�

In the past couple of years, AGL has overhauled its 麻豆原创 core to S/4 HANA and聽聽to the way it augments the platform.

Stil, like other organisations, Dhillon said that AGL had faced some challenges in 鈥渕obilising an entire workforce鈥� in a short period, and in keeping operations in India and the Philippines online.

鈥淎 lot of our corporate offices and our sales offices are in lockdown in different regions across Australia,鈥� he said.

鈥淲e also have a lot of generation plants across a lot of geographical locations and they鈥檙e operating under their respective response plans.

鈥淲e also have partner services out of the Philippines and India that operate under different jurisdictions as well.

鈥淪o trying to mobilise an entire workforce in a situation that鈥檚 changing daily presented a lot of challenges along the way.鈥�

Dhillon said AGL had worked with its service providers outside Australia and provided them with solutions 鈥渢o be able to service our customers while they鈥檙e working from home as well.鈥�

He said AGL had looked to Microsoft Teams to handle much of the collaboration needed during the lockdown.

鈥淔rom an organisation perspective we鈥檝e shifted a lot of our collaboration across to Microsoft Teams as our platform, and that鈥檚 working really really well,鈥� he said.

The company is running most of its operations virtually, including 鈥渉ackathons, planning/strategic days, and team days鈥�, as well as company social events like virtual trivia and drinks.

This had 鈥渁llowed people to stay connected and to share ideas,鈥� Dhillon noted.

鈥淲hat we鈥檝e now discovered is the new way of collaborating has just accelerated,鈥� he said.

鈥淲e鈥檝e had a lot more people participate 鈥� wanting to make human connections has actually driven a higher rate of participation.

鈥淪ome of the health surveys we鈥檝e done across the organisation prove that a lot of people are a lot more engaged in some of the initiatives we want to try and drive and deliver.鈥�

As lockdowns eased, Dhillon said AGL would need to take stock of what arrangements it kept and accepted as a new way of work.

鈥淔or AGL, there will be a time where we do a stocktake with regards to what the experience has shown us and what we鈥檝e learned from it,鈥� he said.

Dhillon said that AGL would continue to invest in mobilising its workforce.

鈥淭he investment is going to continue,鈥� he said.

鈥淚t鈥檚 really underway [already] with being cloud-first in everything we do at the moment, and it鈥檚 going to continue to grow.

鈥淚 think this is going to really show us a new way of how we come together as an organisation 鈥� and strike the right balance for a new breed of people and talent to be able to find a good work-life balance while they work for our organisation.鈥�

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