Country Energy’s 3,000 employees are the backbone of our business and the foundation for our success. Their knowledge and experience is demonstrated through the strength of our network and the level of customer service we provide. The 2003-2004 Annual Report is testimony to our employees’ commitment to our corporate values – safety, teamwork, fun, accountability, excellence and enthusiasm.
Rod Turner, second year apprentice lineworker, Walcha Field Service Centre.
ii
COUNTRY ENERGYANNUAL REPORT 2003–2004Country Energy is a leading Australian energy services corporation owned by the New South Wales Government, with around 3,000 employees and 750,000 customers. We own Australia’s largest power supply network, with 185,000 kilometres of powerlines serving three quarters of New South Wales – from Bega to Tweed Heads, west to Bourke and south to the River Murray.
Northern Region
Far North Coast Region
Mid North Coast Region
South Eastern Region Central Western Region Riverina Region South Western Region
North Western Region
OUR ORGANISATION
We are a competitive energy retailer in five states and
territories, with a product range that includes electricity, natural and bottled gas, internet services and energy advice.
Country Energy’s commercial success is driven by business decisions that meet local priorities and the needs of our customers, employees, stakeholders and shareholders.
Country Energy’s retail operations
span five states and territories,
while our network operations cover
country and coastal New South
Wales.
1
CONTENTS
Our Organisation
ii
High Performance
2
Our Focus Areas in 2003-2004
4
Going Beyond the Challenge: The Year in Review
6
A Leading National Retailer
8
The Best Network Manager
10
A Valued Part of the Community
14
An Employer of Choice
20
Acclaimed for Our Environmental Initiatives and Safety
24
Our Board
30
Our Executive
31
Corporate Governance
32
Financial Statements Contents
40
Independent Audit Report
41
Statement by Members of the Board
42
Customer Information
74
Glossary of Terms
75
Index 76
Company Details
78
2
COUNTRY ENERGYANNUAL REPORT 2003–2004HIGH PERFORMANCE
THE BEST NETWORK
MANAGER
• Australia’s largest electricity network, across mountains, plains and deserts, with climates ranging from snow to extreme heat
• 185,000 kilometres of powerlines, 1.33 million poles, 110,000 distribution substations and 115,000 street lights
• Invested $550 million in capital works projects between July 2001 and July 2004 and plan to spend another $1.2 billion over the next five years to continue to improve supply reliability and customer service
A LEADING NATIONAL RETAILER
• Profitably acquiring new customers in five states and territories
• Customer satisfaction rating of almost 85 per cent (May 2004 survey)
• Blue chip customer base, with major customers including the world renowned Sydney Opera House, Melbourne’s Rialto Towers (the southern hemisphere’s tallest office tower), the CSIRO and Dairy Farmers
3
COUNTRY ENERGYANNUAL REPORT 2003–2004
AN EMPLOYER OF CHOICE
• 3,000 employees located in more than 130 customer and field service centres, as well as corporate offices in Bathurst, Port Macquarie and Queanbeyan, eight regional offices State wide and business centres in Sydney, Melbourne, Brisbane and Newcastle
• Created more than 230 apprenticeships between July 2001 and June 2004, providing long-term employment in local communities
A VALUED PART OF THE
COMMUNITY
• A decentralised structure, with no single head office, ensuring decisions are made locally
• Twenty-three (23) new customer and field service centres opened since July 2001, restoring local service levels across the State
• Acclaimed Country Support hardship assistance initiative, and unique Rural Advisory Group and Regional Advisory Boards, keeping us in touch with customer concerns
• Extensive sponsorship programs, including a touring partnership with the Sydney Opera House, the $35,000
Country Energy Art Prize for Landscape Painting and
support for hundreds of local events and community initiatives each year
ACCLAIMED FOR
ENVIRONMENTAL
INITIATIVES AND SAFETY
• Dedication to becoming a world class safety organisation, highlighted by a strong safety culture, unique Peak Safety Strategy Group, team-based approach to driving safety and environmental improvements, innovative reporting system and well-established public safety program • Leading environmental sustainability and renewable
energy initiatives, with a focus on reducing greenhouse gas emissions, the efficient use of energy, demand management and commercial partnerships
• Purchasing 100 per cent green energy for more than 340 Country Energy sites
4
COUNTRY ENERGYANNUAL REPORT 2003–2004OUR FOCUS AREAS
IN 2003-2004
• Customer satisfaction
• Business efficiency
• Reputation
• Financial performance
• Company culture
During the year we established a Strategy Statement 2003-2004 to 2005-2006 – our blueprint for the future. The statement communicates our overall goals, values and priorities and has been translated into a set of measurable operational objectives, contained in corporate and divisional ‘dashboards’.
The way forward in 2004-2005 involves a greater emphasis on safety, employee development, business performance and customer service. We will continue to establish measures and targets that create a clear common purpose across the business.
Our dashboard provides a comprehensive framework that translates strategic objectives into a logical set of performance measures. The key performance indicators are grounded by strategic objectives and set the platform for achieving our vision of becoming Australia’s leading utility business by 2006-2007.
CUSTOMER SATISFACTION
• Final quarter domestic customer satisfaction rating of nearly
85 per cent
– an improvement on August 2003• Call centre service levels nine per cent below set target. Our call centres receive around 5,000 calls on a normal day, with more than 70 per cent of calls answered
within
20 seconds
• Network reliability, at an average of
248 minutes
lost per customer
(SAIDI), bettered our target of 251 minutesCustomer satisfaction remains a core priority in 2004-2005 and is the focus of a major organisational initiative.
More information on customer service from page 14.
Energy is fundamental to home life and business activity. Meeting our customers’ energy requirements is a 24 hours-a-day, seven days-a-week job that requires skill and dedication. The snapshot below provides an indication of our performance in doing that job – both our successes and areas where we intend to improve – in our focus areas for the year.
5
REPUTATION
•
93 per cent
brand awareness – three per cent above target• Exceeded Renewable Energy Credits target of 128,200 megawatt hours by
42 per cent
• Sourced
100 per cent
of green power sales from new renewable generators for last compliance period (1 July 2002 to 31 December 2003) Read about our renewable energy initiatives from page 24.FINANCIAL PERFORMANCE
• Profit after tax expense of
$78.3 million
•8.9 per cent return
on assets – 2.1 percent above target
See Financial report from page 40.
BUSINESS EFFICIENCY
• Invested
$220 million
in our network to cement reliability improvements, including $197 million for new and upgraded infrastructure• Customer ‘win to loss’ ratio
4 per cent
above target, with strong growth in the Victorian market• Customer retention rate of
99.07 per cent
was more than four per cent above target• Retained more than
120
existing retail contracts throughout the yearSee retail developments from page 8 and network improvements from page 10.
COMPANY CULTURE
• Rate of lost time injuries for every million hours worked (LTIFR) increased to
10.5
– 4.6 above target and up from 8.2 last year• Workforce grew to
3,000-plus
, including 60 new apprentices in 2003-2004. Twenty one Indigenous apprentices and six Indigenous trainees appointed since 2002• More than 600 employees recognised with Service Milestone awards for a collective
12,130 years of service
• Implemented highly successful
Powerful Staff
ProgramBecoming a leader in safety remains a core objective of our corporate strategy. Our safety focus has been taken to a new level, with a major safety project adopted, full review conducted and creation of a Peak Safety Strategy Group to work with independent advisers specialising in safety and behavioural change
Read about new employee development programs from page 20 and safety initiatives from page 24.
6
COUNTRY ENERGYANNUAL REPORT 2003–2004GOING BEYOND THE
CHALLENGE – THE
YEAR IN REVIEW
When Country Energy’s journey began in July 2001, we were set the challenge of improving service delivery and reliability, viably competing against urban retailers, harnessing economies of scale and scope and promoting sustainable jobs growth.
We have gone beyond the challenges set for us, towards a position of industry leadership – a challenge we set for ourselves.
This year we have taken huge strides towards achieving our strategic goal of delivering a safe and reliable service to customers in town, country and coastal communities – while also maintaining our traditionally strong financial performance.
It’s an ambitious aim, considering we own and operate Australia’s largest power supply network stretching across mountains, plains and deserts, with climates ranging from snow to extreme heat.
This year we invested $220 million in our infrastructure to cement reliability improvements for our customers. That included more than $197 million on new and improved infrastructure – reconstructing sub-transmission lines, upgrading strategic powerlines and building new zone substations.
To return local, face-to-face services to the 1,500 communities we support, we have opened nine new field service and customer service centres, taking the number of new facilities opened since forming to 23.
In conjunction with substantial spending on network improvements and increasing our presence in regional New South Wales, we delivered strong financial results, with profit before interest and tax improving by $92.3
million compared with the same period last year. For the third year running our after tax profit of $78.3 million was ahead of target.
Country Energy’s commercial success is driven by business decisions that meet local priorities and the needs of our customers, employees, stakeholders and shareholders. Our heartland is our customers and their communities. To boost career opportunities and help people stay in their local communities we recruited an additional 60 apprentices this year. As part of our award-winning Indigenous Employment Program, eight of these apprentices were Indigenous Australians.
An excellent example of our dedication to serving our customers’ needs is our unique customer hardship program, Country Support. The initiative has continued to offer a light at the end of the tunnel, assisting around 4,000 customers and helping to slash disconnections for non-payment from 9,000 to around 3,600 in its first full year. By simply negotiating sensible, tailored payment plans for customers, Country Energy has also reduced the costs associated with disconnections and reconnections for non-payment.
Major challenges remain for Country Energy, two of the most immediate being the search for alternative energy sources and demand management – both emerging trends we have anticipated.
This year, we continued to turn green energy into a commercial reality, signing a 10-year commercial agreement to buy electricity and greenhouse emission reduction credits from the Eastern Star Gas natural gas power project at Narrabri.
7
COUNTRY ENERGYANNUAL REPORT 2003–2004
Craig Murray Managing Director Another important initiative is a joint program with the
Department of Energy, Utilities and Sustainability (DEUS) to develop a pioneering demand management project in the rural communities of Binda and Bigga in south eastern New South Wales. The multiple benefits of this program include helping residents save on their energy accounts, reducing greenhouse gas emissions and delaying the need for expensive network upgrades, by alleviating pressure on the network.
Country Energy has developed a completely new approach to safety and earmarked “becoming a leader in safety” as first amongst six top objectives in our 2004-2007 Strategy Statement.
Sustained top-level performance in all key areas can be achieved through teamwork, focus and a commitment to continual improvement. We have now implemented a new performance reporting system, Dashboard, and Strategy Statement for 2004-2007, which provides structure and processes for achieving our ambitions.
This year, we embarked on our most significant employee development program ever, known as ‘Powerful Staff’. The program provides face-to-face training in safety, customer service and leadership and the opportunity to develop personal goals and contribute to business strategies for the future.
It has also given employees a greater appreciation of their direct involvement in Country Energy becoming Australia’s leading utility business.
We would like to acknowledge the hard work and dedication of our employees, without whom none of our achievements would be possible.
Barbara Ward Chairman of the Board
8
COUNTRY ENERGYANNUAL REPORT 2003–2004NEW FRONTIERS
Building on our success with commercial and industrial customers in the Australian Capital Territory (ACT), the introduction of Full Retail Contestability in July 2003 has allowed us to offer domestic customers a range of services including electricity, natural gas and internet services.
Our intention is to progressively grow our presence in the ACT and remain a long-term energy partner to its residents.
Our customer win to loss ratio in the national mass market remained positive, with strong growth in Victoria. Sales activity was mainly driven by door-to-door sales and telephone calls, enabling us to achieve significant penetration into markets outside our traditional retail base.
Our online energy quoting and contract generation system was replaced during the year with a program known as ACME, helping us to provide competitive energy prices, total energy solutions, innovative pricing options, tailored service packages and first-rate customer service.
WINNING SPIRIT
In the face of strong competition, our blue chip contestable customer base continued to grow this year. Major customers now include –
• Sydney Opera House • Melbourne’s Rialto Towers • Spotlight Stores Pty Ltd • Rydges Hotels Limited
• Macquarie Asset Services Limited • CSIRO sites nationally
• Hardy Wine Company Limited
• Endeavour Operations Pty Ltd, Cobar NSW
A LEADING
NATIONAL RETAILER
• Perisher Blue Pty Limited • Shangri-la Hotel Sydney • Dairy Farmers
LPG ROLL-OUT
Our range of products and services expanded during the year, with the roll-out of Liquid Petroleum Gas (LPG) to central and southern New South Wales, starting in the Riverina region in February.
This is just one example of our commitment to continually looking for ways to improve customer service levels and provide customers with increased choice. Customers can now reap the benefits of having all their energy needs supplied by one organisation. LPG is also very efficient, providing instant heat and producing about 75 per cent less greenhouse gas than electricity generated from burning coal.
BRAND DEVELOPMENT
Our new advertising and communications campaign – ‘The Ripple Effect’ – was unveiled in February, promoting the idea that “everything we do flows through.” The campaign builds on our most valuable marketing tools – our employees and our close community ties. Advertisements have featured on television, direct mail promotions and in a series of print advertisements. The new tagline ‘Powerful Stuff’ has been added to our logo.
9
COUNTRY ENERGYANNUAL REPORT 2003–2004
UPGRADED BILLING SOFTWARE
To ensure superior levels of customer service, our Customer Information System (CIS) billing software,
Energy, underwent a significant upgrade in June. Energy 7.2 features more than 200 enhancements
including a new quoting and contract generation tool known as ACME.
ISP SERVICE
Through CEinternet, our residential and business customers can access the web and emails, conduct online transactions and publish their own web pages. The ISP service has received positive feedback from customers in Victoria, New South Wales, Queensland and the Australian Capital Territory.
The introduction of ADSL Broadband last financial year has allowed customers to connect to the internet up to 20 times faster than dial-up internet services.
WEBSITE FACELIFT
Our website www.countryenergy.com.au underwent a makeover this year, with enhancements designed to further improve customer interaction capabilities. Visitation to the site has increased by 20 per cent and the most popular feature is our storm tracker, which has the ability to monitor the direction, proximity and intensity of storm activity across New South Wales.
COUNTRY GREEN
Households and businesses can make a contribution to the environment by purchasing Country Energy’s green energy solution, ‘country green’, from as little as 22 cents (including GST) extra per day for an average household. Customers can choose three levels of green energy: • liteGREEN – 20c/day – 20 per cent renewable energy • livingGREEN – 50c/day – 50 per cent renewable energy • pureGREEN – $1/day – 100 per cent renewable energy
Storm tracker
Our website’s storm tracker covers the largest area and contains the most sophisticated detail of any similar facility. Country Energy has taken advantage of the technology for many years to analyse storm activity and respond more quickly to damage to our power supply network.
A lightning strike’s location can be calculated within 200 metres, timing within 100 nanoseconds and magnitude measured in kiloamps. It can take as little as two seconds for a strike occuring anywhere in New South Wales to be displayed on a system operations console in Port Macquarie, Bathurst and Queanbeyan.
The number of visitors to the storm tracker typically increases by 6,000 per month over the storm season (October to March). Feedback indicates residents right across New South Wales, as well as agricultural, commercial and industrial businesses and organisations, regularly consult the storm tracker when scheduling farm or business operations and events. The feature is unique because people can take advantage of the technology themselves, from their office or home – whether they need to decide to continue aerial crop spraying, shut down building construction work or bring in the washing. It is not only an information tool, but can assist people in taking preventative action and protecting the safety of their property, business operations or family.
“On a normal day,
our call centres receive
around 5,000 calls, with
more than 70 per cent
of these calls answered within
20 seconds. This year, we’ve linked
all the centres to create a virtual
environment. This will assist with
handling peak call volumes to better
meet our customers’ needs.”
– Paul Brazier, General Manager Customer
Services.
10
COUNTRY ENERGYANNUAL REPORT 2003–2004$220 MILLION NETWORK
INVESTMENT
Our focus this year was to invest in the reliability of our unique regional electricity network, to meet the needs of our diverse customer base.
To enhance power supply reliability and cater for increased demands in key areas we invested $220 million in our network. The funding injection included more than $197 million for new and upgraded infrastructure, incorporating more than 250 specific capital works projects completed by June 2004.
Major initiatives included the conversion and re-construction of sub-transmission lines, re-construction of new zone substations and upgrade of strategic powerlines.
The age and diversity of our infrastructure is one of the greatest challenges we face, making the building and upgrading of our physical assets a vital part of our network strategy.
THE BEST NETWORK
MANAGER
Some major projects for 2003–2004 included –
Port Macquarie zone substation (Mid North Coast region)
Construction of a new $2.5 million zone substation to improve reliability and cater to growing load demands.
“Building and renewing
network assets is
critical to meeting
the demands of our
regional customer base.”
– Terry Miller, Group General Manager Networks.
The new Port Macquarie zone substation – the city’s third.
Tamworth (Northern region)
Connected existing transmission lines between zone substations within the Tamworth area to develop a ring system and minimise power interruptions. Also reconnected the Bendemeer/Kootingal substations to an independent 66kV transmission line, allowing for more accurate protection operations and improved supply reliability.
11
COUNTRY ENERGYANNUAL REPORT 2003–2004 The newly upgraded Bourke substation.
SUPPLY RELIABILITY
During 2003-2004 we aimed to keep the average time without supply from unplanned outages (a measure known in the industry as ‘NDN SAIDI’) to 251 minutes per customer. We bettered that target, with a result of 248 minutes. The average duration of each recorded interruption was 104 minutes.
Country Energy continues to invest time and money into improving methods of collecting and recording data on supply interruptions. This has resulted in more accurate data on the number of customers affected by interruptions and all interruptions that exceed one minute in duration. Interruptions are now recorded by major powerline (or feeder) segment instead of the entire powerline, enabling the worst performing parts of a major powerline to be identified and investigated.
Thumbs up for team work
A significant achievement for our south western region this year was the completion of stage one of a supply improvement project at Ivanhoe. The first of three stages was a triumph, with work finishing in just seven days - three days ahead of target.
Field crews from the Riverina and central western regions lent a hand to their south western counterparts to re-build 250 structures, using a fleet of eight elevated work platforms.
Because we have a 3,000-strong workforce and more than 130 customer and field service centres spread right across the State, we have the manpower, expertise and flexibility to tackle large projects or assist neighbouring regions when required.
Bega (South Eastern region)
Increased capacity at Bega Zone Substation by installing a new transformer, ensuring we can meet existing and future energy demands. Project involved the replacement of a 5MVA transformer with a new 30MVA transformer.
High-voltage line upgrades (Far North Coast region)
Tweed sub-transmission network (from 33kV to 66kV) conversion – an extensive project spanning three years and involving the reconstruction of substations at Terranora, Banora Point, Cudgen, Murwillumbah and Tweed Heads.
Significant reconstruction of sub-transmission lines to allow higher voltage is also required. This year, substation work was carried out at Terranora, Banora Point and Murwillumbah.
Bourke transformer upgrade (North Western region)
Two transformers replaced with one larger transformer (66/33kV) to improve supply quality by segregating two high-voltage distribution systems and catering to load growth.
12
COUNTRY ENERGYANNUAL REPORT 2003–2004A tall order
It took ten days in the planning, a cast of 40 and a fleet of towering bucket trucks, but one of the two tallest free-standing power poles in the Southern Hemisphere was replaced without a hitch in December. The mammoth two-day operation to replace the 29-metre pole at Banora Point – in the State’s Far North Coast – was complicated by tide times, heavy road and river traffic and an osprey nest on a pole on the southern bank of the Tweed River.
Our group general manager service delivery, Ken Stonestreet, said the operation was “a great example of teamwork and precision planning”.
“Apart from coordinating the army of people involved, we had to bring in a super-sized, 70-metre crane from Toowoomba, a 55-metre bucket truck, traffic control for the highway, specialist divers to direct boats and liaise with National Parks and Wildlife Services specialists to minimise stress on the ospreys while we worked,” he said.
“To everyone’s credit, the operation went smoothly, the new pole is in place and the osprey family are safe and sound.”
IMPROVED ASSET
MANAGEMENT
Our Asset Management and Operating Support System (AMOSS) reached practical completion in September when it was implemented in the Far North Coast region. Other regions are being progressively transferred to the new system by August 2004.
The AMOSS suite of applications was initiated in March 2002 to streamline and better manage the value, use and performance of our assets.
The system combines geographic information and asset management applications and interfaces with other business systems to provide accurate and timely data for field operations, works management, planning and regulatory reporting.
VIRTUAL CONTROL ROOM
A three-year project to create a virtual control room, by linking our operations service centres at Queanbeyan, Bathurst, Dubbo and Port Macquarie continued this year. Major milestones included -
• 24 hour, seven-day network operations at the Queanbeyan centre
• Queanbeyan centre now interfacing with field crews in Young, Goulburn, Queanbeyan, Temora and Wagga Wagga
• Commissioning of Wagga Wagga SCADA (Supervisory Control and Data Acquisition) sites into a Distribution Management System (DMS)
• Development of a strategy and design for our new dispatching software
DESIGNING AHEAD
Our sub-transmission design team completed more than $50 million of major powerline and substation design projects this year. Projects included the design and construction of zone substations at Terranora, Murwillumbah and Port Macquarie, and in the Tamworth, Wagga Wagga and Young areas.
PRICE AND EQUITY
In July, we introduced a regulated retail price change for all electricity customers. In February, a retail price change was also introduced for regulated gas customers in the Wagga Wagga, Uranquinty, Cooma and Bombala regions. All of the changes were within specific limits set by the New South Wales pricing watchdog, the Independent Pricing and Regulatory Tribunal (IPART).
We also introduced a uniform price list for all new connections from 1 July 2003, as part of our long term program to consolidate ‘inherited’ prices and ensure an equitable pricing structure for all customers.
13
COUNTRY ENERGYANNUAL REPORT 2003–2004
In June, we welcomed determinations by IPART which allowed for modest network price increases for five years, and regulated retail electricity price increases for three years, from July 2004. The price changes will help us to continue to deliver safe and reliable power supplies to our customers.
Over the next five years, we plan to invest more than $1.2 billion to enhance supply reliability and improve customer service.
CRISIS MANAGEMENT AND
RECOVERY
Our specialist security team undertook significant work this year to enhance our business continuity management capability. This included the testing of a crisis management and recovery program in simulation, to ensure all employees involved in a crisis recovery are trained and prepared to respond.
Another major project was the distribution of photo identification cards to all employees. This process is now complete, improving our employees’ ability to identify themselves when requested by customers.
Throughout the year, Country Energy’s internal security working group continued to develop and review security management plans for our most critical assets, including zone substations and major transmission and distribution lines.
Thanks to our information services (IS) security team, improved protection and security practices have been implemented to ensure security incidents, such as computer bugs and fraudulent access to systems, are contained to a minimal level.
The team’s vigilance and advanced systems helped to respond successfully to potential risks that affected other corporations worldwide this year, preventing downtime and information losses.
14
COUNTRY ENERGYANNUAL REPORT 2003–2004Northern Region
Far North Coast Region
Mid North Coast Region
South Eastern Region Central Western Region Riverina Region South Western Region
North Western Region
WAGGA WAGGA BEGA URANA HAY NARRANDERA NAROOMA GULGONG MUDGEE FORSTER Urana (FSC)
New centre opened on 28 August 2003, shared with Urana Shire Council. Narrandera (FSC and CSC) New FSC opened on 2 September 2003. New CSC opened on 13 January 2004 as a joint venture with Country First Credit
Union and Travelscene. Bega (CSC)
Refurbished centre opened on 14 April 2004.
Narooma (CSC)
New centre opened on 15 April 2004. CSC – Customer Service Centre FSC – Field Service Centre Mudgee (CSC)
Refurbished centre opened on 20 April 2004 as a joint venture with Westfund.
Gulgong (CSC)
New centre in different location opened on 20 April 2004.
Forster (CSC)
New centre opened on 28 April 2004 as a joint venture with Mid Coast Water.
Hay (CSC)
New centre opened on 23 June 2004.
WE’RE MOVING IN
Of all the things we grow in the country, towns are one of the most important.
Instead of moving out, we’ve been moving in. In the past three years, we’ve opened 23 new customer service and field service centres, including nine this year. This means better service for our customers and a better future for the whole community.
RESTORING SERVICE LEVELS
Three years on, Country Energy still has no ‘head office’ – instead we operate out of more than 130 customer and field service centres, corporate and regional offices and business centres.
A VALUED
PART OF THE
COMMUNITY
Coupled with a program of opening additional customer service and field service centres, this has helped us restore service levels and strengthen our presence in town, country and coastal New South Wales. For us, it’s an investment in our communities, our people and our business in regional Australia.
During 2003-2004, we opened seven new customer service centres and two new field service centres. Where possible we have expanded our successful initiative of joining with one or more strategic partners – such as local councils, water authorities, credit unions and travel agents – offering customers a broader range of services in one location. As well as providing benefits for customers, these partnerships ensure our centres remain cost effective.
15
COUNTRY ENERGYANNUAL REPORT 2003–2004
“Working on Country
Support has been very
rewarding. I feel like
I can do something
positive for people who feel helpless
– taking a situation and helping
customers find a light at the end of
the tunnel. We have a first name
relationship with the majority of
our customers and it’s great to see
the program constantly evolving
– reflecting what our customers
are going through.”
–
Dianne Barnes, Country Support Champion.
For example, at the new Forster Customer Service Centrewe have joined with Mid Coast Water, and in the small rural community of Urana our field service centre shares premises with Urana Shire Council. The level of service provided by these and other joint initiatives has been well received by both our customers and partners.
80.5 81.0
Feb-02 Aug-02 Aug-03
Date of Survey Customer Satisfaction May-04 81.5 82.0 82.5 83.0 83.5 84.0 84.5 85.0 Per centage Satisfied
SATISFACTION ON THE RISE
Our customer satisfaction rating was more than 80 per cent for three of the quarters of this year, a testimony to our commitment to delivering high levels of customer service.
The overall final quarter result was nearly 85 per cent, an improvement on both the August 2002 and August 2003 results. Measurement of customer satisfaction increased from twice yearly to quarterly this year to enable more seasonal detail to be collated.
As customer service is one of the four core priorities in the 2004-2005 Strategy Statement, customer satisfaction will be the focus of a major organisational initiative in the coming year. This includes projects involving all areas of the business, such as internal customer satisfaction focus groups, defining our customer service culture and developing a customer charter.
ENHANCED LEVELS OF
CUSTOMER SERVICE
A major program started in 2003-2004 to replace our 12 regionally-based appliance stores with customer service centres is now complete.
All Betta Electrical and Country Energy branded appliance stores were sold to enable us to focus on providing enhanced levels of personalised customer service to regional customers.
In line with our overall values and business objectives, no jobs were lost and strong frontline customer service has been maintained.
A LIFELINE FOR BATTLERS
Since its launch in December 2002, our industry leading
Country Support program has enabled us to slash
disconnections and provide a lifeline to around 4,000 customers who were struggling to pay their energy accounts.
The program is sound and sensitive, tailoring individual solutions for customers facing temporary or long-term hardship. It offers help in accessing support and concessions, affordable payment plans, automatic payment channels (like Centrelink’s Centrepay facility) and energy efficiency advice.
In response to increasing hardship relating to the drought, we are currently developing new support services – Busiplan for small businesses and Farmplan for farming families – building on the success of the existing program. As well as helping us forge an even closer relationship with the communities we serve, Country Support has helped us save hundreds of thousands of dollars by avoiding the traditional ‘disconnect-reconnect’ cycle.
16
COUNTRY ENERGYANNUAL REPORT 2003–2004“One of the most
important aspects of
good customer service
is listening to and
working with our customers.
Our complaints handling processes
and relationship with EWON and
customer representative groups are
vital ingredients in achieving this.”
– Paul Clark, Manager Customer and
Stakeholder Relations.
On the road with EWON
In March, representatives of the Energy and Water Ombudsman of New South Wales (EWON) were taken on a two-day, 1,000 kilometre tour of northern New South Wales to help them gain a better appreciation of the unique challenges facing some of our customers. It followed a similar tour of the Far North Coast in January.
caption
In a unique move, the Ombudsman, Clare Petre, also ‘took on a shift’ at our busy Queanbeyan call centre in October to help her gain an insight into our customer service processes. The opportunity allowed her to assist customers with setting up new accounts, energy saving tips, bill enquiries and advice for people facing financial difficulties.
Clare Petre, Energy & Water Ombudsman NSW (far right) at the Queanbeyan call centre. 0 1000 02-03 03-04 Network Year Number of Complaints 4000 5000 6000 2000 3000 Retail
EWON CONSULTATIONS
Customer consultations made by the Energy and Water Ombudsman New South Wales (EWON) decreased by more than 35 per cent, from 1,121 last year to 720 this reporting period. None of these progressed to dispute status.
Only 8.25 per cent of all consultations dealt with by EWON related to Country Energy, a decrease from the previous period and well under our percentage of market share. This is evidence of our success in resolving customer concerns when they are raised within the organisation.
A total of 396 events required a Guaranteed Service Standards payment to a customer.
Please note, these figures relate to small business and small domestic customers.
Customer Complaints
FINGER ON THE PULSE
Our Board and Executive regularly travelled to country and coastal venues this year, as part of our commitment to keeping in touch with our customers’ needs. During these visits, they attend management meetings, visit employees at local facilities and meet with local councils, industry and community representatives to discuss first-hand issues facing their community. These visits ensure any business decisions we make best meet the needs of all our stakeholders.
17
COUNTRY ENERGYANNUAL REPORT 2003–2004
“I’m very proud to represent the Indigenous
community on the Customer Council. What I admire
about Country Energy is how they involve customers
and how the Customer Council takes on board
issues impacting the whole community. Country Energy is not
just about providing a service, they have the aspirations of its
consumers at heart.”
– Ann Weldon, Customer Council member and Chair of the Aboriginal
Housing Office (AHO).
COMMUNITY CONSULTATION
To encourage feedback about our activities and share information with our stakeholders, Country Energy works closely with local, state and national media, local government and State Members of Parliament. We also maintain strong links with members of our advisory groups to help us keep in touch with customer concerns.
Rural Advisory Group
The Rural Advisory Group is central to our community consultation philosophy, acting as a vehicle to give rural and remote customers a voice.
The group was specifically established to gather feedback and identify issues affecting country people. There is no formal legislative requirement to have this forum – Country Energy chose to create this unique advisory group.
The Rural Advisory Group has been invaluable in helping us gain a greater understanding of the needs of rural and remote customers and is instrumental in assisting us to develop new business approaches and solutions that reflect our customers’ priorities.
Country Energy regularly consults the group on initiatives in their infancy, to ensure all benefits and implications for customers are considered.
Throughout the year, members visited various facilities across the State and were special guests at the opening of Hay Customer Service Centre in June.
Members of the group also represented Country Energy customers at the Independent Pricing and Regulatory Tribunal’s (IPART) retail and network public price forums. At the end of 2004, two members will take part in our employee development program – Powerful Staff – by attending a two-day workshop in Coonabarabran.
Regional Advisory Boards
Established to represent unique customer interests in our eight regions, the Rural Advisory Boards are convened by regional management teams and meet on a quarterly basis. Members are from a variety of backgrounds – local government, chambers of commerce, media, minority groups, community groups and others – and receive regular briefings on our range of products, activities and network improvements. Meetings often include site visits and tours of facilities.
Customer Council
Council members represent our diverse customer base – from people living in rural and remote areas, industrial and commercial customers and low-income households to Aboriginal and Torres Strait Islanders, consumer groups, people with disabilities and people from non-English speaking backgrounds. They contribute to policy, planning and service decision-making relevant to small retail customers.
18
COUNTRY ENERGYANNUAL REPORT 2003–2004GIVING BACK TO THE
COMMUNITY
Our $1.7 million community sponsorship program is the foundation of our regional investment initiative – providing a platform to give back to the country and coastal communities we serve. This program was supported by an additional $250,000 in donations and in-kind support for community projects across the State. Environmental, social, sporting, educational, research and arts and cultural events and organisations benefited from our community sponsorship program this year. This investment reflects our position as a responsible corporate citizen that gives communities the support they need to develop and prosper.
Examples of corporate and regional sponsorships –
• Home town hero returns
The township of Condobolin welcomed home their favourite son and Australian Idol runner-up, Shannon Noll, for a concert at the Condobolin Showground in April. Country Energy partnered with Lachlan Shire Council to fund the event. The $100,000-plus raised was donated to local charities.
• Country Energy Food Affair, in association with Orange Food Week
Now in its 13th year, the 2004 event positioned Orange as a significant food and wine region. The Country Energy Food Affair again proved popular, with more than 5,000 local and visiting guests enjoying produce from local suppliers.
• Babies Proms on Tour
In early 2004, we launched a partnership with the Sydney Opera House, which allowed their renowned Babies Proms performances to be taken to regional New South Wales for the first time.
The first stage of the pre-schooler chamber orchestra performances started in Albury in late March and went to Holbrook, Culcairn, Wagga Wagga, Cootamundra, Young, Parkes and Orange – playing to an audience of around 2,800 children.
Future tours of the northern and central regions will take place in the second half of 2004. The Babies Proms tours help bring quality services, arts and entertainment from the city to the bush – something that isn’t seen very often.
• Lifeline
Through Lifeline, we have been able to provide support to the north western and central western regions, which are in the grip of a severe, ongoing drought. Our support has helped to develop and facilitate
comprehensive one day seminars and workshops, aiming to promote the growth of social networks and offer information on providers that can assist those in need.
Children in Orange enjoying Country Energy Babies Proms.
Winner of the 2003 Art Prize, ‘Degrees of Abstraction 1’ by Ian Bettinson.
• $35,000 Country Energy Art Prize for Landscape
Painting
Now in its second year, the prize is acclaimed as the nation’s richest annual landscape painting competition. Designed to raise the profile of regional artists who are often geographically isolated from city galleries, buyers, contacts and networks, the prize has injected a lot of interest and enthusiasm in country and coastal New South Wales.
More than 350 entries were received for the inaugural prize in 2003, with entries hailing from more than 110 communities.
19
COUNTRY ENERGYANNUAL REPORT 2003–2004 Peter Moore (left) and Ross Larsen from CareFlight accept a donation
from Managing Director Craig Murray.
• CareFlight and Westpac Life Saver Rescue Helicopter
Thanks to customers in central and southern New South Wales, our tick-a-box fundraising scheme has raised more than $223,000 for CareFlight since 2001, including a $76,000 cheque presentation in June. The scheme provides an opportunity for customers to
make small donations each time they pay their energy account. A similar fundraising program was launched in November in support of the Northern Region Westpac Life Saver Rescue Helicopter. Money raised will help replace the service’s ageing fleet.
• Mogo Zoo
With Country Energy’s help, Mogo Zoo on the South Coast is constructing a custom-made enclosure for two chimpanzees desperately seeking a new home. Holly and Lewis had outgrown their existing home at a private facility in Sydney, and despite a five-year, worldwide search, a suitable facility couldn’t be found. We have also assisted the zoo with monkey bars and a safe heating option for their Meerkat babies.
• Camp Quality
Our Grafton field service team continued a 15-year tradition in May when around 40 people donated their time and wages to Camp Quality. Country Energy matched the donation dollar-for-dollar and a cheque for $18,000 was donated to offset the cost of family camps for the 113 children in northern New South Wales affected by cancer. This year’s donation brought the total amount raised since 1989 to $187,000.
• Glenreagh Heartstart program
Our two-year sponsorship of this service ensures the continued provision of life-saving first aid to residents in the Glenreagh area, in northern New South Wales. Volunteers are fully trained in senior first aid, advanced resuscitation and defibrillation and can be the difference between life and death, considering the nearest hospital and ambulance base is up to 50
minutes away. Our support helps with ongoing medical training, new first aid equipment and maintaining the telephone system that serves as a local lifeline in a medical emergency.
• Kendall Swimming Pool
After 13 years of campaigning and tireless fundraising, the Camden Haven community, on the Mid North Coast, enlisted our help in the final leg of construction of their new public pool complex. We donated labour and equipment to connect power to the facility, which now includes a 25-metre, six lane pool, toddlers’ pool and learn-to-swim pool.
• Leeton Narrandera LYNKS Program
This workplace based learning program is targeted at Year 10 students identified as “at risk” of failing to complete their current course of study. Students are provided with life and work skills together with nationally accredited training. The program is strategically addressing the current shortage of regional skilled labour by providing training opportunities for local students. Since 1997, the program has seen the majority of students complete the program and undertake further training, gain employment or decide to stay at school.
• AgQuip Field Days
Gunnedah’s annual AgQuip Field Days are Australia’s largest, drawing a crowd of more than 100,000 from New South Wales and southern Queensland. Country Energy’s exhibit includes a broad spectrum
of customer service information – from power quality, account enquiries and energy saving tips to vegetation management and rural quoting as well as a strong public and farm safety focus.
20
COUNTRY ENERGYANNUAL REPORT 2003–2004AN
EMPLOYER
OF CHOICE
More energy to our towns
This year, Country Energy took on 60 new apprentices across the State. This means local wage earners can stay in the country – which is good for business, good for the community and good for the future.
“Powerful Staff is aimed
at exploring how Country
Energy can achieve more
for our customers and our
employees and become a stand-out
organisation. Programs like this show
that you can achieve great results
when you bring people together from
across the company.”
– Mark Mulligan, High Performance Culture
Program Manager.
POWERFUL STAFF
During the year, we made significant progress toward becoming an employer of choice. Central to this aim, we embarked on a major employee development program, with all employees invited to attend a two-day workshop in Coonabarabran, in the State’s north west.
By the end of June 2004, more than half our workforce had attended the program. Known as ‘Powerful Staff’, it aims to give employees –
• A better understanding of the role they play in Country Energy becoming Australia’s leading utility business • Face-to-face training in key areas such as safety,
customer service and leadership
• The opportunity to develop personal goals and contribute to business strategies for the future. Our investment in the program is also benefiting the Coonabarabran community. The workshop venue owners have employed two hospitality trainees as a direct result of the program and all produce is being sourced locally – two tangible examples of the ‘ripple effect’ Country Energy has on local communities.
Employees have also initiated a fundraising program to benefit local charities and emergency services, which is expected to raise around $40,000 by the end of 2004.
Powerful Staff is an extension of the high performance culture training undertaken by more than 400 employees last year. Regular performance coaching is now an important management tool across the business, helping to improve performance and develop leadership skills.
BOOSTING REGIONAL JOBS
GROWTH
Building on our highly successful apprenticeship program, we employed 60 new apprentices in January 2004 to strengthen our service delivery teams and create local career opportunities. The new recruits are based at 50 different locations, from Bombala and Albury in the south, west to Cobar and north to Kyogle.
The program has seen more than 230 new apprentices join our team in the past three years. By investing in our apprentices’ skills, we are helping to retain locally-based, qualified skills in regional communities. We are also providing people with a foundation for long-term employment and career development.
Over the past three years, Country Energy has maintained an average apprentice retention rate of more than 98 per cent. For example, of the 18 apprentices who completed their training in 2004, 17 were employed full time by Country Energy, with one gaining relevant employment in his local community.
21
COUNTRY ENERGYANNUAL REPORT 2003–2004
Winning Indigenous
Employment Program
Country Energy delivers on its commitment to encourage Indigenous employment through an innovative Indigenous Employment Program launched in 2002 – the only one of its kind for the New South Wales energy industry. The program has delivered exceptional results in its first two years with the appointment of 21 Indigenous apprentices and six Indigenous trainees.
The program’s success to date can be partly attributed to the involvement of Indigenous recruitment services to assist in sourcing applicants, pre-employment training and mentoring successful applicants.
Life changing opportunity
Two years ago, Rod Turner’s life was turned around. Not only was he offered an opportunity to learn a trade, he finally secured full-time employment that would allow his family to remain in his hometown of Walcha, in the State’s north.
“To secure a job like this is unbelievable and the security it offers for the future is excellent,” he said. “Many people have to leave country towns for the city because they can’t find work.
“I can’t fault the support Country Energy has provided me.
“Everything is going really well and I am getting through with flying colours”.
Rod learnt about Country Energy’s Indigenous Employment Program when he was approached by an employment agency to sit for a pre-selection test. “I was really impressed by the effort taken to make sure people from the local community applied. “They wanted to keep it local and keep the jobs in town,” he said.
This year, the program –
• Won the State Government category of the Aboriginal Employment and Business Award
• Was commended at the prestigious New South Wales Premier’s Public Sector Awards, contested by more than 96 organisations in eight categories
Indigenous 11%
Non-Indigenous 89%
Apprentices and Trainees 2002-2004
CELEBRATING 12,000 YEARS
SERVICE
More than 600 employees were acknowledged throughout the year for their long term service to Country Energy and its predecessors.
Service Milestone recipients with 30 years service or more were presented with gifts at celebrations in Goulburn and Coffs Harbour, while recipients with 10 to 25 years service were presented with awards during ‘Powerful Staff’ workshops in Coonabarabran.
Collectively, this year’s Service Milestone recipients have given 12,130 years of service – or the equivalent of 2.8 million working days – including 18 individuals who have had more than 40 years on the job.
Courtesy of The Bor
der Mail
Albury employee Alan Nott (front) celebrates 40 years of service with workmates.
22
COUNTRY ENERGYANNUAL REPORT 2003–2004EMPLOYEE SURVEY
In December, we launched our second employee survey, once again giving all employees the opportunity to provide open and honest feedback through a confidential and anonymous process.
Employees believe we perform well in regard to: safety; freedom from harassment and discrimination; skills development; teamwork; environmental responsibility; customer focus; team culture; and communication within teams.
Areas for improvement include: support across teams; change management; internal recruitment processes; matching resources to workloads; exposure of senior Executives to employees in the field; consistency of team leadership; and the level of positive feedback.
Survey results were widely communicated and distributed, paving the way for the development of localised action plans addressing identified issues.
Thirty years and loving
every minute
For the past three decades Cobar team leader Bob De Jong has braved rain, hail, fire and storm to provide a safe and reliable power supply to the local community. He recalls constructing the power supply network to the south (Mount Hope) and north west (Tilpa and beyond), camping out in shearers’ huts and the camaraderie of working in a small team as highlights of his 30-year career.
Bob says the formula for a good lineworker includes “reliability, diligence, versatility, hard work and a commitment to safety – all in equal parts”. “Sometimes, you really are a “Jack of all trades”, but that’s what makes each day interesting.”
In an average week, Cobar’s five-man field crew could find themselves working 140 kilometres west on the Wilcannia Road, 265 kilometres north, towards Wanaaring, half way to Nyngan, on the other side of Mt Hope or 160 kilometres south west, near Ivanhoe.
NEW COUNTRY ENERGY
AWARD
The new Country Energy Award was introduced in March, marking a key milestone in the company’s development. Other than general wage increases, the development of a competency-based classification structure and more appropriate on-call provisions will contribute to Country Energy becoming an employer of choice.
All changes, back-pays, the realignment of classifications and award condition changes were completed during the year.
Our record of no time lost due to industrial disputes was also maintained this year.
ETHNIC AFFAIRS
We have demonstrated our commitment to meeting the needs of our culturally-diverse customer base through a range of ethnic affairs initiatives and our strategy statement – which affirms our aim to become a valued part of the community and an employer of choice. Initiatives addressing cultural diversity include: our award winning Indigenous Employment Program; Cultural Awareness Program; equal employment opportunity and diversity policy; interpreter services for Arabic, Chinese, Vietnamese, Italian, Greek and Spanish; Powerful Staff employee development program; Country Support hardship assistance initiative; sponsorship of groups and events addressing cultural diversity; and unique customer advisory groups.
These initiatives will form part of our Ethnic Affairs Priority Statement for 2004–2008, which will be implemented during the next financial year and will incorporate linkages to these initiatives.
Dreams can come true
As a trainee electrical technician at Leeton College many years ago, our regional general manager, south eastern, David Bellew would never have imagined he would one day head a regional team of one of Australia’s largest utilities.
“Country Energy has offered me some great career opportunities,” David said.
“Apart from the size of the organisation, which in itself offers many opportunities, Country Energy has solid training and professional development programs, which allow people to continually improve.”
There are 196 employees in the south eastern region and David hopes his promotion will serve as an example to others who aspire to ‘climbing the corporate ladder’.
23
COUNTRY ENERGYANNUAL REPORT 2003–2004
TRAINING AND DEVELOPMENT
To promote the skills, leadership ability and career prospects of our workforce, a number of training and development programs have been implemented. The Frontline Management Program is designed to improve management and leadership skills and build better career opportunities. There are two distinct levels – certificate and diploma – and a significant component of the diploma is a workplace project requiring participants to identify, research and recommend a solution to a real business improvement opportunity. One hundred and seventeen employees graduated during the year.
Frontline employees benefit from our extensive Customer
Service Programs, which are designed and implemented
by the Customer Service Operations team, while specialist training for all employees is conducted when necessary to ensure employees have the necessary skills to deliver the highest level of service.
The Graduate Diploma Program is offered through Charles Sturt University (CSU) and is open to all employees who submit an expression of interest. On completing the Graduate Certificate of Management, participants can undertake a Graduate Diploma of Management, followed by a Master of Management. Two employees graduated in 2003-2004 and 25 employees are currently enrolled in the program. Employees are also currently participating in a variety of tertiary qualification programs through our Career
Development Assistance Program. Studies range
from diplomas through to degrees and masters, across disciplines such as engineering, information technology, marketing, horticulture and law.
Photo courtesy of Dubbo Daily Liberal.
High Achievers
• Dubbo TAFE 2003 Outstanding Graduating Student Award – Jon Neville, Dubbo
• 2003 Apprentice of the Year, Wagga Wagga Chamber of Commerce and Industry Outstanding Business Awards – Andrew Hinchcliffe, Wagga Wagga • 2003 Most Outstanding Trainee of the Year, Electro
Group Training Awards – Heath Grebert, Ballina • 2003 Dubbo TAFE Apprentice of the Year – Greg
Harris, Dubbo
• TAFE Worldskills Regional Champion (Mechatronics) – Greg Harris, Dubbo
• Dubbo TAFE WorkCover Safety Award – Jonathan Donnelly, Cobar
• Gold medallist (mechatronics category), TAFE Worldskills Olympics – Greg Harris, Dubbo
Port Macquarie apprentices Jay Moore and Ben Gamblin with Area Coordinator Gary Woods.
Photo courtesy of Port Macquarie News.
Greg Harris with Kevin Sweeney, Regional General Manager – North Western.
24
COUNTRY ENERGYANNUAL REPORT 2003–2004A NEW LEVEL OF SAFETY
Country Energy has developed a completely new approach to safety, with our Board approving a major Safety Project and setting new targets for 2004-2005. A key element of our goal to be Australia’s leading energy business is to create a working environment where safety is our overriding value – and a way of life. First and foremost this means ensuring all employees return home at the end of each work day as fit and healthy as when they arrived.
Amid a year of achievement and successes, there was a note of tragedy. For the first time, a Country Energy linesman lost his life at work. In August 2003, Gilgandra lineworker Brian Goss was electrocuted while working on overhead powerlines. Our thoughts and sympathies remain with Brian’s family, friends and workmates.
LOOKING TO THE FUTURE
The first priority was to undertake a full review of safety systems, processes, practices and culture. Internationally renowned safety experts, DuPont, were engaged to assist. DuPont made very positive comments on our: solid processes for creating systems, procedures and standards; strong commitment to safety at senior levels; effective communications processes and; excellent post-injury and trauma management.
Recommendations and strategies to develop safer behaviours included –
• Adopting a full safety management system
• New management structure and safety improvement teams
• Enhanced employee consultation
ACCLAIMED FOR OUR
ENVIRONMENTAL
INITIATIVES AND SAFETY
• Better reporting
• Integrating safety into employee development programs • Extensive training
• Greater management accountability
We have also analysed the success of other companies in promoting a strong safety culture and earmarked ‘becoming a leader in safety’ as first amongst six top objectives in our 2004-2007 Strategy Statement.
“Working together, every
employee can contribute
to making safety the first
and foremost priority.
We are all responsible for safety and
our attitudes toward our own safety
and the safety of others around us
WILL make a difference.”
– Ross Pooley, Safety Improvement Project Manager.
NEW STRATEGY GROUP
Central to the new safety approach is our newly-formed Peak Safety Strategy Group (PSSG) that will work with independent advisers specialising in safety and behavioural change.
This peak group is not part of day-to-day safety improvement processes but will address safety from a strategic perspective – taking a high level view of all safety related strategies, programs and management systems.
25
COUNTRY ENERGYANNUAL REPORT 2003–2004
SAFETY PERFORMANCE
Before Country Energy was formed, all three predecessor organisations had very good and improving safety records. However, over the past three years our performance has not continued to improve at the expected rate.
Our Lost Time Injury Frequency Rate (LTIFR) was up from 8.2 last year to 10.5 this year. The Average Time Lost per Injury (ATL) was 11.7 days, up from 10.6 days.
The increase in LTIFR is attributed to an abnormal increase in the number of lost time injuries for the year. The LTIFR has trended down over the final quarter and is expected to continue to do so, with a substantial improvement in the LTIFR for 2004-2005.
TEAM APPROACH
Our team-based approach to driving further improvements in our safety and environmental performance continues to be successful.
Employees at each location have nominated Safety and Environment Local Employee Representatives (SELERs) to act as the eyes, ears and voice for local issues. Eight Safety and Environment Regional Improvement Teams (SERITs) review our regional performance in health, safety, public electricity safety and the environment and identify opportunities for improvements.
Representatives from each regional team regularly meet as part of the Safety and Environment Corporate Improvement Team (SECIT) to recommend strategies to achieve improvements across the organisation. We are currently in the process of appointing a chief safety officer and eight regional safety coordinators.
INNOVATIVE REPORTING SYSTEM
Since its introduction in July 2002, our system to manage safety, environmental or network improvements and suggestions has been used to manage more than 3,000 identified issues. The works improvement notification system, known as WIN, provides a single, consistent electronic system that tracks and records resolutions or improvement actions taken.
PUBLIC SAFETY
Our well established public electrical safety awareness plan is concentrated on maintaining a strong presence in the community to promote potential electrical hazards and advise how best to avoid electrical accidents. We continued to adopt the slogan Watch Out, Watch
Out, There Are Powerlines About to generate improved
levels of awareness, particularly in high risk areas such as crop-dusting and the use of tall machinery.
Our specialist public safety officers have adopted a comprehensive and diverse approach, attending numerous farm field days, safety seminars and community events and working with identified risk groups, such as the
agricultural and construction sectors, to promote power safe practices.
Public safety education and awareness activities were also implemented for other sectors of the community, such as school children, motorists, boat owners, tradesmen, home renovators and gardeners. These activities were timed to coincide with high risk safety periods such as school holidays and the change of seasons. Key methods include direct mail, advertising, media, trade shows and field days, school visits, target group seminars and training sessions, training videos, kits and warning signage.
“People visiting our
displays really appreciate
the chance to have a
one-on-one consultation.
We give advice on a wide range of
issues including electrical hazards,
vegetation, working safely near
powerlines and the risks associated
with different types of machinery.”
– Peter Hyde, Senior Public Safety Coordinator.
SOURCING RENEWABLE
ENERGY
As part of our commitment to environmental sustainability and social responsibility, we currently purchase energy from renewable energy sources where we consider the costs acceptable to our customers. As demand for green energy increases and opportunities for purchasing become more readily available, the level of renewable energy purchased will continue to rise.
One example of a new green energy source is Lake Bonney wind farm in South Australia. We have secured all of the wind energy from stage one of the wind farm, which will be the largest connected to the national electricity grid.
Construction is progressing well, with more than two thirds of the wind turbine generators for stage one erected, almost two months ahead of schedule. Generation from stage one is expected to commence in late July 2004, when the turbines will be commissioned. By the end of 2004, the wind farm will be producing enough energy to power around 40,000 homes, or a township twice the size of Grafton. This capacity could more than double by mid-2005.
26
COUNTRY ENERGYANNUAL REPORT 2003–2004Northern Region Far North Coast Region
Hydro Biomass Plants Wind Farms Solar Farms South Eastern Region Central Western Region Riverina Region South Western Region
North Western Region
BURRENDONG DAM NYMBOIDA BROADWATER – SUGAR CANE CONDONG – SUGAR CANE CHICHESTER DAM BURRINJUCK DAM BLAYNEY CROOKWELL QUEANBEYAN LAKE BONNEY BERRIGAN COPETON DAM
DUBBO ZOO OAKY
CAMELLIA – FOODWASTE HARWOOD – SUGAR CANE
Mid North Coast Region
Clean and green
Country Energy is a partner in two New South Wales wind farms – at Blayney and Crookwell, both in regional New South Wales. Each year, our wind farms save thousands of tonnes of carbon dioxide that would otherwise have been produced from coal-fired power stations.
The area between Crookwell and Gunning is one of the most significant wind resources in New South Wales. Output is approximately 8,000 megawatt hours of energy, or enough power for around 1,060 average Australian homes. This wind farm has been a commercial success since its installation in 1998 and now produces enough electricity to support the town of Crookwell.
The 15 turbines used at Blayney are among the most efficient in operation in Australia. Collectively, they have a nominal capacity of 10 megawatts, which is enough to supply the annual electricity needs of 3,500 average Australian homes, or a Shire as large as Blayney.
