Talent

We want to work with the best possible people who are fully engaged and passionate about our business and our customers. We also need to ensure we manage our people’s performance and assist their careers using world-class practices and tools. We strive for high performance; we deliver on our promises.

How has Amcor made progress on 'Talent' in the last 3 years. Why is it an essential part of ‘The Amcor Way’ and our business success?

Our focus on talent over the last 3 years is based on our belief that the skills, abilities and dedication of our co-workers are the single greatest asset our organization has.

The talent of our co-workers creates opportunity to deliver great customer outcomes and to deliver Amcor’s growth objectives.

We have put in place key talent processes and tools and supporting technologies such as our Human Resource Management System that have been adopted across Amcor.

These foundations have supported strong leadership commitment to talent development, robust performance management processes and remuneration outcomes based on performance. We are focused on recruiting top talent and then ensuring that each co-worker has active performance management to enable them to make the greatest contribution possible and develop their full potential.

Amcor’s fundamental objectives through our talent programs is to attract and develop talent based on our assessment of current and future human resources needs; deploy top talent where we most need it and increase career development opportunities for co-workers through experiences in different roles, functions and businesses. These activities are based on strategic and operational business plans.

How do we know we are making progress?

All Amcor businesses conduct regular, objective performance and potential assessments, have put in place development plans for high performers and built succession plans to ensure strong leadership into the future.

Progress in these areas gives us confidence that talent processes are now embedded in Amcor’s culture. Annually we ensure clear performance goals for all management by systematically cascading stretch Key Performance Indicators’s (KPIs) and performance metrics throughout the business. The robustness of this process is evident in the flow through to end of year performance ratings.

Our succession coverage for key roles continues to improve and we are seeing a stronger pipeline of talent at all levels of the Amcor.

We have implemented programs to attract and develop talented co-workers in key functional areas such as Marketing and Sales and Finance.

Career & Development Opportunities

There are obligations for both employees and managers in identifying career and development opportunities. Annual performance discussions are the appropriate time to identify
and discuss key development needs, career aspirations and
to consider potential development opportunities.

Amcor has a wide range of opportunities to tap into when co-worker performance outcomes and a manager’s focus on developing an individual’s potential are both in place.

Remuneration Strategy

The principles of Amcor’s executive remuneration strategy and supporting incentive programs and frameworks are:

• To align rewards to business outcomes which deliver value to
  shareholders;
• To drive a high performance culture by setting challenging
  objectives and rewarding high performing individuals; and
• To ensure remuneration is competitive in the relevant employment market place to support the attraction, motivation and retention of executive talent.
• Amcor’s remuneration strategy is to target salary levels at the median of executives’ local salary markets and to position variable or ‘at-risk’ remuneration to deliver total rewards at lower quartile, market median and upper quartile levels dependent on the level of an executive’s performance.
• Pay strategies and decisions at levels below the executive level are managed by the Business Groups and based on similar considerations of relevant salary and pay markets and local standards of benefits. At all levels we seek to focus reward outcomes on performance.

Amcor’s remuneration strategy is to target salary levels at the median of executives’ local salary markets and to position variable or ‘at-risk’ remuneration to deliver total rewards at lower quartile, market median and upper quartile levels dependent on the level of an executive’s performance.

Pay strategies and decisions at levels below the executive level are managed by the Business Groups and based on similar considerations of relevant salary and pay markets and local standards of benefits. At all levels we seek to focus reward outcomes on performance.