The Gen Y Agenda- R u in?

8. At Itron, we provide the technology and talent to enable the world’s utilities to measure, manage and analyze the delivery and use of electricity, gas, and water to create a more sustainable future.

9. OUR HERITAGE Over 100 years of knowledge and experience.

10. A RESOURCE MANAGEMENT LEADER ITRON OVERVIEW 10 105mENDPOINTS 8,000CUSTOMERSIN 130COUNTRIES 9,500EMPLOYEES 2.4bn2011 REVENUEUSD

11. 11 » What you need to know when you are targeting Gen Y hires » Emotionally engaging your Gen Y » How the intrinsic motivation of each generation differ » How generational differences can make or break your ability to hire and retain » Ensuring harmony in the workplace amidst generational differences

12. 12 R U BRD?

13. 13 » Who is a Gen Y?? » How many of you are Gen Y’s?.....and… Gen X…. Baby boomers…

14. ITRON OVERVIEW / 14 WHY DO WE NEED TO KNOW MORE ABOUT GEN Y’S

15. 15 Generation Population % Of World Population Gen Y - 15-29 years old 1,723,911,077.00 25.47 Gen x - 30-44 year old 1,442,951,791.00 21.32 Baby Boomers - 45 - 64 years old 1,233,836,150.00 18.56 Traditionalists - 65-74 years old 316,330,067.00 4.67 • By 2025 Gen Y will make up 75% the workforce •Companies are still run by Baby boomers with “generational gaps”

16. 16 UNDERSTANDING THE GENERATIONAL DIFFERENCES @WORK Source:http://www.fdu.edu/newspubs/magazine/05ws/generations.htm

17. 17 IS YOUR ORGANIZATION GEN Y COMPATIBLE?

18. 18 » How good you value your sustainability? » How Flexible, Mobile and Unconventional are you? » Do you provide “Employability” and life long learning opportunity? » Quality of Life at work and home?

19. 19 A NUT SHELL VIEW TO ATTRACT AND RETAIN Understand the generation Give them the “deal” Keep them… as long as you can… •Look at what their needs are, understand their motivational needs •Recognise how different they might be and how they perceive your workplace •Map this generation to your talent pipeline •Restructure your compensation if need be •Walk the talk •Personalize,socialis e and set them free. •Get them involved and give feedback •Help them grow and learn •Expect a higher churn in this generation •Measure by productivity •Constantly innovate and stay ahead of the curve •Don’t forget the rest

20. 20 CREATING SYNERGY Align your business plan& talent strategy Face the future and find similarities Execute & Monitor •Analyze your work force Demographics •Recognise the need for accommodating all generations •Get executive buy in •Understand the motivating factors for each of the generations •Find the bridge and connect them •Communicate across the board •Create multigenerational task teams. •Provide coaching and reverse mentoring as appropriate when faced with resistance •Monitor progress and retune...

21. CORPORATE HEADQUARTERS 2111 N Molter Road Liberty Lake, WA 99019 United States THANK YOU

Editor's Notes

Operating locally allows Itron to provide customers with local support while still taking advantage of our experience around the globe.
We are at the center of unprecedented change in the energy and water industries. Global energy and water issues will shape the 21st century. This shifting landscape will change the way we look at the world, the way we do business and the way we live our lives. Transition: The following, staggering statistic illustrates what is driving this change.
First, a booming population. According to the US Energy Information Agency & UN, our population will exceed 8 billion by 2025. In 1999 we passed the 6 billion mark. Today, our world population sits at just over 7 billion. That’s a billion more people in 12.5 years.
Global demand for water will increase by 22% by 2025. Compound this by the fact that today almost one quarter of the world’s population lives in regions where ground water is being used up faster than it can be replenished. It’s estimated that this is creating quite a business – Over $100 billion will be spent by 2016 per year on water infrastructure, including pipes, pumps, valves and meters. Much of this spend is being attributed to population increases and aging water infrastructure.
Demand for Natural Gas is also on the rise. But let’s consider the state of natural gas and the “Shale Gale”. It’s been said that the US shale gas resources could meet our nation’s gas needs for more than 100 years. This generates huge change in the entire natural gas industry. Of course this also impacts our electricity generation. The amount of clean-burning natural gas to generate electricity is expected to double by 2035.
Global demand for energy will increase by 40% by 2030. As we look at the overall increase in demand for electricity, it’s staggering. Even after some demand cooled with a slackened world economy. However, this is not the one and only crux for change with electric utility industry is contending with. Let’s consider the need to adapt to evolving energy supply sources like Distributed Generation, solar, and possibly EV’s. Then we look at increasing pressures and mandates to move to cleaner forms of generation. All of which require investment in modernizing the grid, none of which is clear how it will be paid for given the reluctance to pass on increased rates to taxpayers. In addition, the overall relationship between the utility and the utility customer will continue to evolve. This generates more change in this period of time, than in the last 30 years combined. Transition: Global demand for energy and water is real and our industry is in the midst of a transformation. The responsible management of these resources and stewardship of our environment will be at the center of this transformation.
We have a long history of providing the technology and talent to move the utility industry towards a more sustainable future.
Itron has:Deployed more than 105 million communication modules globally.More than 8,000 customers in 130 countries.More than 9,500 employees.Had revenues of $2.4 billion in 2011.
They have been called‘workplace divas’1&6, millenials, homo zappiens…even Genys! But some say they even are ‘highmaintenance, high risk and high output’2&7. Theyare strongly team-focused, collaborative, and seekmeaning in work and opportunity to learn..But also:They are now under more financial threatsthan the previous generations since the2008 and 2009 crisisThey have grown up with green issues intotheir society, but there is no evidence that itis actually embedded in their cultureThey are more urban focused, and even morein the future with the growth of urbanisationThey quickly buy into new concepts andideas while new technologies become moreaffordable, and invade our market at a fast pace
Growing older work force in many countries putting a lot of demand on gen y. Europe, US and some parts of Asia are witnessing a greying population.They are normally highly educated and skilled workforce and is essential for companies to move up the value chain.
Characteristics of Gen Y
96% - sustainable, 56% flexible,, 79% -mobileBest Buy launched theResults-Only Work Environment (ROWE) program, where employees in participating departments are allowed to work virtually anywhere, anytime, as long as they successfully complete their assignments on time. This shift increased productivity 41% at headquarters and decreased turnover by as much as 90%, according to Ferris’ Four Hour Work Week. Google designated 20% of employees’ paid time as time to work on creative personal projects. The company also offers unlimited fruit, Luna Bars and Vitamin Water, a gym, and playroom to keep people energized and to take breaks when needed. But such programs are still the exceptions to the rule.

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Editor's Notes