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Our People


How does a small Tauranga-based company achieve its second award as a Top Company for Leaders?

Top Company for Leaders is the most comprehensive global leadership study in the world, examining how organisations choose and develop leaders, and determining the correlation between leadership practices and financial results.  

In 2007, we were named as a country winner for Australia and New Zealand - the first New Zealand company ever selected. In late 2009 we were named as a winner in the Asia Pacific Region. To put this in context; out of 537 global participants (many of whom are Fortune 500 companies), we were one of only 72 companies in the world named as either Global or Regional Top Companies for Leaders.  

This has been achieved through a strong focus on setting clear expectations with our staff, in line with our business goals, while supporting, encouraging and developing each individual to be the best they can be. At all levels in the organisation we focus on developing a high performance culture through strong leadership capability, to deliver an empowering environment that everyone wants to work in.  

Our senior leaders spend time coaching and mentoring, not just their own staff, but others across the business.  This year we introduced a new development programme for our contact centre staff, designed to provide greater discretion for decisions they may make when interacting with our customers.  

The introduction of the project to replace our customer information system during the year provided a number of opportunities to second staff into different roles, either directly within the project or backfilling for those who were directly involved. As a result, a number of staff have been actively involved in line management roles, cross-business project teams, and process improvement teams.  


In November 2009, TrustPower was audited for the first time against the ACC Workplace Safety Management Practices, and achieved secondary level accreditation. This helps to reinforce our goal of achieving a 25% reduction in injury incidents year on year. We also offer a number of employee wellness initiatives which include financial support for staff competing together in team sports activities, smoking cessation programmes, our employee assistance programme, and a 12 week weight-loss challenge. Providing access to budget advice, debt management and retirement planning is also part of our ongoing wellness initiatives.  

Our focus for the coming year will continue to be on employee engagement, leadership growth and developing employee capability.  

Reduced Employee Turnover

Once again, there has been no turnover in identified successors. We continue to focus attention on attraction, retention, and succession and talent management. Voluntary employee turnover reduced during the year.  

Engagement of Staff  

Each year, TrustPower measures the engagement of staff, which in turn helps to focus improvements and initiatives to enable us to consistently improve. The measurement indices used in the engagement survey can be summarised through one theme: self determination. In order to operate with self determination, an employee must have trust in the business processes, a clear understanding of the business environment, and a career path within that environment.