AGL Energy Balance Scorecard Report

This report analyzes AGL Energy Limited's performance using a balanced scorecard framework. It begins with an overview of AGL, highlighting its history as a leading Australian energy company and its commitment to providing affordable and sustainable energy solutions. The report then delves into AGL's mission, vision, objectives, targets, and initiatives, demonstrating how these align with its strategic priorities. A detailed balanced scorecard is presented, outlining key performance measures (KPIs) across four perspectives: customer, internal processes, growth and learning, and environmental. Lagging and leading indicators are identified for each perspective, providing a comprehensive view of AGL's performance and strategic direction. The report concludes by emphasizing the importance of the balanced scorecard as a tool for translating strategy into action and achieving sustainable competitive advantage. References to AGL's sustainability reports and relevant academic literature are included.

balance score card
[Document subtitle]

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Introduction
The organizations have distinct goals and strategies in order to achieve them. But, the
organization has to use the different technique for the management of the business like the
balance score card. The organization requires balance score card in order to maximize the
profitability and achieve the sustainable competitive advantage. Further, it can solve the regular
operational issues of the business. Moreover, the company is being taken, and the balance score
card is made along with the strategy mapping in order to understand the concept of balance score
card in depth and know the operations of the company.
Company Overview
AGL is among the oldest companies in Australia. The company was established in 1837. The
company was founded as the gas light company of Australia and in the year 2006, it was
renamed as the AGL. Today, AGL is the leading incorporated company of energy and the largest
owner according to the list of the ASX. The company is the developed and the operator of the
generation of renewable energy of Australia. The company is ranked as 30 among the top 2000
companies in Australia. The organization aims to offer services of solar, gas, electricity and the
renewable energy to the customers. AGL is defined as the major retailer of electricity in
Australia, and the company is also the distributer and retailer, but the AGL's majority of income
is being produced from the supply of electricity in the industry of Australia ("AGL | Electricity
Providers | Gas Suppliers | Solar Energy", 2016).
While the organization is offering affordable and secure energy services to the customers, the
company has the great responsibility in order to minimize the emissions of the greenhouse gas.
Apart from this, the company has the distinct portfolio for the generation of the power which
comprises base, intermediate and peaking generation plants that spread across the traditional

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generation of the thermal similar to the renewable sources. The AGL energy operates within four
segments of the business that includes merchant energy, retail energy, energy investment and the
upstream gas.
Balance Scorecard of the Company
 Mission
The mission of the AGL Energy Limited is to the nexus on providing the integrated, innovative
and new offerings in order to meet the requirements of the customers which are changing with
time ("Sustainability Report 2014", 2016).
 Vision
The vision of the company is to create the solutions of the energy for both the future and present
communities. It is very obvious to have the right people with the correct skills in order to gain
the success for the company.
 Objectives
The company aims to offer the innovative and creative products and services to the clients as
they act as the core of the AGL Energy Limited. Further, the company has the huge
responsibility in order to minimize the emissions of the gas while offering affordable and secure
energy to the clients.
 Target
The target of the company is to maximize the women representation in the leadership pipeline of
AGL. Therefore, this is the more challenging target for the company.
 Initiatives

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The company has taken various initiatives like providing digitalized solutions to the customers in
order to meet their requirements in a reduced cost method. Further, the company differentiated
through the capabilities like digital meter capability of AGL and business of battery storage, etc.
 Strategic Priorities
The strategic priorities allow the company to maximize the productivity of the business, driving
the growth of the retail in order to maximize the profitability and achieve the sustainable position
(Gibbons, R., & Kaplan, R. S. 2015). The company aims to be successful in the transforming
industry of the energy. Therefore, the strategic priorities include three main components that are
converting the organization and maximizing the productivity.
OBJECTIVES PERFORMANCE MEASURES
LAG INDICATORS LEAD INDICATORS
1.Customer
 Grow the share value
of the retail energy
 Use the new and
advanced technology
 To attain the
retention, acquisition
and the loyalty of the
customers.
 To attain the higher
value of the customer
 To meet the changing
needs of the
customers.
 To embrace the
transformations in the
 Using complicated
segmentation of the
customer
 Offering innovative
and creative products
and services.
 The new business of
the energy is
established.

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industry of energy.
2.Internal processes of the business
 Organizes for the
changes
 Develop the culture of
anticipation
 To gain the maximum
efficiency and the
share of the expertise.
 To perform
entrepreneurially.
 To impose the
investment at a faster
rate
 To develop the
adaptive partnership
of business and the
supply chain.
 Alignment of the
energy
 Building the agile
systems and the
processes of the
business.
 AGL shine is made.
3.Growth and learning
 To gain the more
supportive and diverse
culture of the work.
 To help employees in
reaching the both long
and short term goals
of the career.
 To retain and attract
the employees.
 Improvise the equality
of the gender
 To expand the
experiences and skills
of the employees.
 To create awareness.
 Offering employee
engagement
 Maximizing the
representation of
women in the pipeline
leadership.
 Support the LGBTI
 The development plan
for a career is

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provided to the
employees.
4.Environmental
 To reduce the hazards
of the environment
 To make sure the
compliance of the
environment
 To minimize the
emissions of gas.
 To barrel with the
complaints and the
incidents of the
environment
 To repair the leakage
of gas among the
needed time
 To de-carbonization
the generation of
electricity by the end
of 2050.
 The system of
incident management
is implemented
 Surveys for the
detection of gas
leakage
 The policy of green
house is built up.

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Strategy Mapping
Conclusion
The balance score card is the significant tool which is being used by the company in order to
translate its objectives and strategies which are the measures of the performance and the
operations. It is assumed that the company can use the balance score card as it will help in
exploring the opportunities and achieving the sustainable competitive edge along with the great
future growth.

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REFERENCES
AGL | Electricity Providers | Gas Suppliers | Solar Energy. (2016). Agl.com.au. Retrieved 8
December 2016, from http://www.agl.com.au
Gibbons, R., & Kaplan, R. S. (2015). Formal Measures in Informal Management: Can a
Balanced Scorecard Change a Culture?.
Sustainability Report 2014. (2016). Agl2014.sustainability-report.com.au. Retrieved 8 December
2016, from http://agl2014.sustainability-report.com.au/