Responsibility Report - Peabody Energy

employee responsibility | 26In late October 2011, Peabody Energy finalized its acquisition of the formerMacarthur Coal, which was renamed Peabody Energy Australia PCI (PEA PCI) inearly 2012. At the close of the calendar year, PEA PCI represented approximately400 permanent employees, with an average tenure of 2.4 years.Employee EngagementPeabody Energy’s inaugural 2011 Global Employee Engagement Survey sought theinsights of the workforce to enhance effectiveness, drive safety and operationalexcellence, and improve how the company recruits, develops and retains employees.More than 85 percent of employees provided feedback, characteristic of ahigh-performing organization.The survey identified a number of strengths, such as the ability to:• Make safety an integral part of company culture and foster a culture in whichemployees identify safety as an important core value.• Work collaboratively, with a high level of trust that exists among teams.• Build positive relationships with managers and supervisors.• Provide employees with competitive compensation and other rewards.Results also outlined opportunities for improvement in four primary areas:• Enhancing talent recruitment, promotion and retention.• Expanding communication of company plans, and strengthening communicationsdown to the shift level.• Growing involvement in day-to-day decision making.• Ensuring consistent application of key management practices.Peabody shared detailed survey results with employees for each region, function andsite. The organization also is working to build on strengths and address opportunitiesfor improvement. Action plans have been prioritized, reviewed across the company,and incorporated into 2012 business objectives.Inclusion and DiversityPeabody believes it is important to reflect the multicultural and multigenerationalcommunities where the company operates and the global markets it serves.Diversity of experiences and ideas also provides competitive advantages that enhanceThe company works to assist employees in developing the skills to managea diverse workforce; to build the infrastructure to attract and retain a diverseemployee population; and to increase the percentage of minority and femaleemployees across all job levels.the work environment, encourage greater creativity of thought, improve employeecommitment and contributions, and ground Peabody within communities.The company’s chief inclusion programs center on four focus areas: customers,employees, communities and business suppliers. These initiatives are supported bypolicies and practices, including Peabody’s Equal Employment Opportunity Policyand Code of Business Conduct and Ethics. These efforts are supported throughcommunications, training and development, staffing and organizational alignment aswell as Peabody’s minority supplier program.In 2011, women represented approximately 10 percent of Peabody’s globalworkforce, an increase of 1 percent when compared to the prior year. Peabody hired1,200 U.S. employees in 2011. Approximately 9 percent of these new hires werewomen, and approximately 12 percent were non-Caucasian. Peabody also reported19 percent of director and above roles at headquarters were occupied by women.Minorities represented about 10.5 percent of the U.S. workforce in 2011.