Building leadership capability to support enterprise-wide transformation

Working across every level of leadership, from executives to frontline leaders, this program created a common leadership language that strengthened capability and alignment across Jemena's diverse operations.

• Leadership capability established across every level of the organisation, from executives to frontline managers.
• 100% of participants agreed the workshop content aligned with their needs.
• 100% agreed the topics were relevant and applicable to their role.
• 100% agreed concepts were presented clearly throughout the program.
• 77% rated facilitator effectiveness as excellent, with 23% rating it good.
• Following the initial rollout, Jemena embedded the program into its leadership development approach, continuing to deliver two cohorts annually for new managers.

Jemena is a leading Australian energy infrastructure company responsible for delivering essential electricity and gas networks across the country. As the organisation set a new strategic direction, it recognised that achieving its ambitions depended on strengthening leadership capability across the business.

Leaders needed to create greater clarity, build trust, coach their people, and collaborate beyond traditional functional boundaries. However, Jemena's leadership community spanned metropolitan and regional locations, office and field environments, and leaders with vastly different day-to-day experiences. Many frontline leaders had limited exposure to formal leadership development and were not accustomed to extended virtual learning.

Rather than concentrating development at senior levels, Jemena chose to build consistent leadership capability across the organisation, recognising that lasting change would come through the everyday decisions and behaviours of leaders at every level.

LIW partnered with Jemena to design a practical leadership program aligned to the organisation's strategy and operating environment.

The rollout began with the Executive Leadership Team before extending through senior leaders, middle managers, and frontline leaders, creating shared leadership expectations across the organisation.

Delivered over six half-day sessions, the program balanced operational demands with opportunities for reflection, practice, and application. Recognising the diversity of the workforce, the learning experience was designed to engage leaders across both office and field-based roles.

A key feature was the introduction of cross-functional learning pods, where small groups met between workshops to discuss challenges, apply new leadership practices and support one another. These groups strengthened accountability while building relationships across organisational boundaries.

Rather than focusing on theory, the program equipped leaders with practical approaches to creating clarity, building trust, coaching their people, and working more collaboratively, with participants applying their learning directly in the workplace between sessions.

The program established a common leadership approach across Jemena, creating greater consistency in how leaders supported their teams and worked together across the organisation.

Cross-functional learning pods strengthened collaboration beyond immediate teams, while the ongoing application of new leadership practices helped embed learning into day-to-day work.

The strength of the program was reflected not only in participant feedback, but in Jemena's decision to continue delivering two cohorts each year for new managers. By investing in leadership capability as an ongoing organisational priority, Jemena created a stronger foundation to support its long-term strategic transformation.