Bruce Forsyth

Bruce Forsyth

Group Manager Network Program



Our network is always evolving – new equipment is

needed to meet the growing demand for electricity as more

people move to South East Queensland and the average

household’s electricity use continues to rise, particularly

during peak periods such as hot summer days. Powering

the lifestyles of our customers is important and the way our

network operates is a key priority for our team.



To maintain network reliability our capital works program was

particularly aggressive last year with a $810.4 million spend.



Bruce Forsyth knows the importance of our Program of

Work (POW) and has spent the year ensuring designs and

programming of network projects are adequately resourced,

delivered on time and within budget to keep the lights on in

South East Queensland.



“I was in a unique position last year, being involved in the

end-to-end network building process, from the Network

Project Engineering team where we design the network

through to Network Project Delivery where we program the

works and project manage jobs to completion,” Bruce said.



“My team designs where the underground cables, poles

and powerlines are going to be located throughout South

East Queensland and provides the specifications for each

individual project right down to the finer details.



“We used 2007-2008 as a planning phase, then ramped

up our external consultant capacity to meet last year’s

requirements, and we also looked to Human Resources to

assist with sourcing experienced applicants. There is a skills

shortage for our level of expertise and the new recruitment

model allowed me to focus on key deliverables while

recruitment short listing and interviews were taking place.”



Another important addition to the Network Projects

Engineering area is that of community liaison. “We are

becoming proactive in our approach to designs, and

community liaison will often assess designs on high risk

projects and determine if mitigations for community issues

might be needed.



“We need to produce a schedule of programs that fulfil

network capacity and network security requirements

including our maintenance program to renew older assets.



“The goal is to prepare a schedule that will meet our

requirements months in advance. Last year we were able to

program four months in advance – our ultimate goal is to be

able to program six to seven months in advance of network

requirement dates.



“We found three ways to address the shortfall and to put

us on track for next year: increased Project Management

staffing, improved recruitment and value proposition

strategies, and implementation of the POW Improvement

Program which will fine tune the delivery of projects. I am

confident these strategies will improve our output in the

coming years.”









22 ENERGEX Annual Report 2008-2009

NET WORK

Highlights A growing network

• Development of a $8.4 billion five year Network Last year we invested more than $1.1 billion to build and

Management Plan maintain the electricity network, with the ultimate aim of

• Delivery of a $453 million Summer Preparedness Plan providing a safe and reliable electricity supply to South

• For the first time in our history 30 per cent of our East Queenslanders.

network is underground

$810.4 million was invested in the network system Capital

• Invested $1.1 billion in building and maintaining our

Program, resulting in significant network improvements

network.

and increased capacity throughout the region. During the

At ENERGEX, our business is about providing energy year we:

services to support people in their daily lives as well as

• commissioned six new zone substations and upgraded

helping businesses and industries to build and expand.

capacity at 19 zone substations, resulting in a 605

As a customer-centric organisation we are committed to

MV.A net increase in capacity

developing infrastructure that supports our customers’

• constructed or augmented 16 x 33,000 volt powerlines

lifestyle aspirations and partnering with the community

and 176 x 11,000 volt powerlines to improve reliability

to build sustainable economic growth in South East

• installed or replaced 487 new distribution transformers

Queensland.

via the maximum demand program

We own and operate one of the fastest growing electricity • replaced 361 ring main units (11,000 volt) to improve

networks in Australia, providing supply to a population of safety and network reliability.

2.8 million, including 1.16 million residences. We manage

electricity assets valued at $7.1 billion and have more Similarly, $314 million was invested in the network

than 3,700 employees with a commitment to providing a maintenance program to improve reliability.

safe and reliable electricity network that is economically,

Last year we:

socially and environmentally sustainable.

• trimmed vegetation along 14,387 kilometres of

electricity network to maintain established clearance

zones

• inspected 129,409 poles to ensure ongoing

serviceability of the network

• installed 15,140 spacers on low voltage open mains

and replaced 9,978 cross arms to improve safety and

reduce interruptions

Photo: Last year we spent $3 million every day to build and

• replaced neutral clamps on 7,564 low voltage services

maintain the electricity network in South East Queensland. to improve safety and reliability.









ENERGEX Annual Report 2008-2009 23

Graph 1

Zone substation capacity

MV.A

9,275

10,000 8,670 MV.A

8,155 MV.A

7,307 MV.A

8,000 6,544 MV.A

MV.A

6,000





4,000





2,000





0

June June June June June

2005 2006 2007 2008 2009



Table 3

ENERGEX electrical assets

Assets 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009

Total Overhead and Underground (km) 47,607 48,688 50,044 51,176 52,361



Lines - Length of Overhead (km)

Total 35,666 35,897 36,200 36,349 36,490

LV 1

14,669 14,702 14,720 14,732 14,736

11 kV 17,344 17,504 17,709 17,843 17,953

33 kV 2,034 2,059 2,091 2,136 2,161

132/110 kV 2

1,619 1,632 1,680 1,638 1,640



Cables - Length of Underground (km)

Total 11,941 12,791 13,844 14,827 15,871

LV 7,595 8,135 8,592 9,083 9,612

11 kV 3,402 3,666 4,207 4,657 5,099

33 kV 867 905 942 981 1,053

132/110 kV 77 85 103 106 107



Other Equipment (Qty)

Bulk Supply Substations 33 34 36 37 37

Zone Substations 195 200 207 213 219

Poles 595,928 596,770 612,638 622,064 630,259

Distribution Transformers 39,572 40,826 42,261 43,420 44,613

Street Lights 251,282 260,605 296,849 306,892 314,008



Customers

Residential 1,077,850 1,101,455 1,126,875 1,148,270 1,167,885

Other 111,705 115,005 117,685 110,670 110,315

Total 1,189,555 1,216,460 1,244,560 1,258,940 1,278,200

1

LV overhead line lengths between 2004-2005 and 2007-2008 have been reduced by 173 kilometres from previously reported values, following data

validation improvements.

2

The increase in 132/110 kV line length in 2006-2007 over previous reports is due to a data redefinition.









24 ENERGEX Annual Report 2008-2009

Table 4 Improving our program of works

Top 20 Projects

During 2008-2009 a Program of Works Improvement

Project name Spend Program was initiated to address the increasing

($ million) demand for electricity and strengthen our ability to meet

Myrtletown to Nudgee - 110/33kV substation and 30.0 supply requirements in the future through efficient use

110kV feeder of existing resources. This cross divisional initiative

captures several key elements of the POW operations

Browns Plains - 120 MV.A 110/33kV transformer and 12.0

including performance alignment, scheduling, design

110kV feeder

and estimation, works delivery and data systems and

Southport - third 60 MV.A 110/11kV transformer 10.3 processes. When recommendations from the review are

Wacol South - 33/11kV substation 10.3 implemented, we will be better placed to deliver increased

Currimundi - 132/11kV zone substation 9.4 operational efficiencies, improve responsiveness to

Merrimac - 2 x 30 MV.A transformers 8.9 changing customer requirements and ultimately deliver

savings to the business. With full implementation of the

Cades County - replace 2 x 30 MV.A 110/11kV 8.3

program, we will more effectively manage work across the

transformers with 60 MV.A

delivery chain whilst increasing throughput with greater

Annerley to Tennyson - replace 33kV cables 7.9 control and visibility to realise optimal network outcomes.

Indooroopilly - 2 x 15/25 MV.A transformers and 7.7

uprate substation

Amberley - 2 x 25 MV.A transformers and 2 x 33kV 7.7 A reliable network

feeders to RAAF

Overall, the electricity network continued to perform

Beenleigh - uprate 2 x 60 MV.A transformers to 80 6.8 well, particularly when results are normalised to exclude

MVA and replace 33kV busbars extreme weather events. Last year we met or exceeded

North McLean to Jimboomba - upgrade 33/11kV 6.6 all reliability Minimum Service Standards, as set out in

zone substation, 2nd module & 33kV feeder Table 5.

Replace Currumbin substation components 5.8

Lockrose - 33/11kV zone substation 5.7

Vegetation management

Replace 11kV conductor at various locations 5.5

Caboolture - 33/11kV zone substation 5.5 Our planned vegetation program continued last year with

total expenditure of $56.1 million. Trees were trimmed

Fortitude Valley - supply to Green Square 4.7

along more than 14,000 kilometres of powerlines to

Airport Link Northern Busway - service relocations 4.2 improve network reliability, particularly during severe

South Pine to Palmwoods - upgrade communications 4.0 weather events such as storms and strong winds.

systems

A trial with the Brisbane City Council to combine planned

Morayfield - replace 1 x 15 MV.A transformer and 3.5

trimming from the electricity network with routine street

second module

tree pruning, using the one contractor at the same time,

Note: Project selection based on total spend. has identified multiple benefits for customers and both

organisations and will be further explored.



Through the ongoing implementation of our vegetation

plan, there will be a continued focus to ensure this vital

activity provides a safe and reliable electricity network for

Table 5 years to come.

Reliability performance

2008-2009

2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 Minimum Service

Actual1 Actual Actual Actual Actual Standard

SAIDI (mins) CBD 2.20 4.10 0.00 4.00 3.10 20.00

Urban 121.00 104.00 80.00 84.70 91.20 122.00

Short rural 235.00 306.00 203.00 242.10 228.00 232.00

SAIFI CDB 0.02 0.02 0.00 0.04 0.06 0.33

Urban 1.33 1.41 1.00 1.05 1.05 1.43

Short rural 2.47 3.29 2.33 2.71 2.56 2.56

1

Figures for 2004-2005 have been revised following data validation improvements.









ENERGEX Annual Report 2008-2009 25

Other programs such as the installation of More than 70 We aim for a holistic approach to new

photoelectric cells has enabled a balanced per cent of infrastructure development and during

approach to vegetation management to be the year we formalised a decision making

houses, units

applied in sensitive areas by reducing the tool called the Sustainable Assessment

amount of clearing required and therefore

and apartments Framework (SAF). This tool is based on:

providing greater aesthetic value. More than in South East

• our corporate objectives

500 kilometres of overhead street light main Queensland now

• international sustainability

was replaced in 2008-2009 and the program is have at least one • sustainability frameworks

planned to continue into 2009-2010. air conditioner • international reporting frameworks (Global

Reporting Index)

• triple bottom line methodologies

A customer focused Our electricity • ENERGEX’s ISO 140001-certified

network network endured Environmental Management System.



its highest ever The SAF is used to carry out an initial broad

demand this comparative assessment of possible routes

Long term planning for proposed powerline corridors. This tool

summer with

Our long term strategic planning is conducted over examines the balance of social, environmental

a 4,593 MW

a 25 year horizon utilising demand forecasting and and economic issues. It uses a combination of

load on 9 quantitative and qualitative criteria to compare

up-to-date local and state government planning

schemes. Our Strategic Network Plan is used

February 2009 each proposed corridor and identifies the one with

to identify and acquire property and easements - an increase of the best balance against all competing criteria.

for future major substations and transmission lines 11 per cent on

necessary to keep ahead of a rapidly growing 2007-2008

South East Queensland. Underground focus

We reached a major milestone during the

year, with 30 per cent of our electricity

network being underground for the first time

Photo: We undertake regular tree trimming programs across our network to achieve our in our company’s history. On an average

goal of a safe and reliable electricity supply to South East Queensland.

month, between 70 to 90 kilometres of new

underground power cable is being installed

into the South East Queensland electricity

grid.



During 2008-2009, an additional 1,044

kilometres of underground cable was added

to the network compared to 141 kilometres of

overhead powerline.



There are currently more than 15,800

kilometres of underground electricity cables in

South East Queensland, enough that if lined

up end to end would stretch from Brisbane

to New York. By the end of 2010, our

underground network will be long enough to

reach from Brisbane to London. For the past

five years we have installed approximately six

kilometres of underground cable for every one

kilometre of overhead powerline.





Summer preparedness

Severe weather events including storms,

floods, heat and high winds can cause

significant damage to any power network.

Each year we invest heavily in preparation

for severe weather events through the

implementation of our Summer Preparedness

Plan.





26

26 ENERGEX Annual Report 2008-2009

NERGEX nnua

RGEX nuaual port 008 2009

ENERGEX Annual Report 2008-2009

Last year the plan had four areas of focus: While forecasts for growth in electricity consumption

and peak demand have been scaled back as a result

• increasing capacity and security of the electricity

of current global economic conditions, managing

network to meet summer energy demands

our customer peak demand remains one of our key

• continuing to improve resilience of the network in times

challenges.

of severe weather

• further improving operational response to network As part of our vision for a smarter, more efficient electricity

emergencies network by 2025, last year we continued to investigate

• providing timely and accurate communication with demand management opportunities, and requested

customers and media during times of network government assistance for the implementation of demand

emergencies. management programs across South East Queensland.

Last year’s storm season brought some of the most

significant weather events seen in South East Queensland

for many years. There were 18 major weather events

International operations

where more than 5,000 customers were affected.

ENERGEX New Zealand Branch

On 8 August 2008 we were notified that we were not

one of the successful bidders in the request for proposal

Demand management process with Vector Limited in New Zealand. We had

In this changing world, we are becoming increasingly two long-term contracts with Vector Limited and the

reliant on energy to power our daily activities. On average, profitability of our New Zealand operation was dependent

each household in South East Queensland now uses upon the continuation of these contracts. As such, this

between 50 to 70 per cent more electricity than just 10 notification had a material impact on the viability of

years ago. Changing lifestyles and increasing reliance on that branch, and on 29 August 2008 we executed an

energy coupled with substantial population growth has agreement to sell our New Zealand branch business

sharply increased the demand for electricity in South East assets to Northpower Limited. The sale completion

Queensland, particularly during peak times of the day. date was 1 October 2008 and the branch effectively

wound down by 31 October 2008. Northpower Limited

invited employees of the New Zealand branch to

make applications for employment and, under the sale

agreement, was required to make offers of employment to

no less than 220 employees.







Graph 2

Energy and demand growth

%

60

60



50

50



40

40



30

30



20

20



10

10



0

0

2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009



Energy growth Demand growth

This reflects an increase in overall energy This reflects an increase in energy

consumption across our network demand at peak times on our network









ENERGEX Annual Report 2008-2009 27

Looking into the future The proposed revenue allows for continued construction

of capital projects to meet electricity demand, as well

A five year capital works program has been developed as provision for investment in accepted technologies

to improve network security, electrical supply quality, to modernise the existing infrastructure to a “smart

reliability, and capacity. The program is designed to: network” and to establish capability for effective demand

management solutions, including connection of energy

• provide for forecast demand growth of about four per

from alternative sources, such as solar power.

cent compounded over the next five years

• improve network security and work towards best The four major drivers for our capital and operating

practice utilisation for all substations and reduce the expenditure for the 2010-2015 regulatory control period

amount of load at risk are:

• improve overall reliability over the next five years

• renew older assets to maintain network reliability and • meeting growth

improve network security • progressing toward our reliability and security

• improve community amenities and the safety of the obligations according to Government Guidelines

network by working with local and State Governments • renewing and replacing assets

to underground key parts of the network. • addressing the changing operating environment of

South East Queensland.

Last year, we focused on future sustainability of the South

East Queensland network with the preparation of a funding The AER is expected to publish a draft decision towards

proposal to the AER for a five year period from 2010-2015. the end of 2009, with a Final Determination with respect to

our revenue to be made on or before 1 May 2010.

Our AER proposal represents a balanced approach to

meeting the needs of customers, managing network risk,

and ensuring financial and environmental sustainability

into the future.









Photo: Our AER submission aims to ensure we continue

to power the lifestyles of our customers into the future.









28 ENERGEX Annual Report 2008-2009

Jacinta Dorahy

Senior Customer Service

Representative

Our Contact Centre is always a hive of activity but

never more so than on Sunday 16 November 2008, the

day a major storm hit Brisbane’s north west suburbs.

Jacinta Dorahy was one of the many Contact Centre staff

called in to respond to the wave of customer calls following

the storm.



“Our Contact Centre works on a roster system and I was

not on standby that weekend, but looking at the clouds and

as the storm passed over my balcony I knew that I would

be called to give assistance,” Jacinta said.



When Jacinta arrived the Contact Centre was at full

capacity and she was assigned the role of floor support.



In the following days more than 160 staff from the Contact

Centre and the greater ENERGEX business produced

extraordinary support to our customers by responding to

more than 100,000 calls.



Following a reduction in Contact Centre staff after the

sale of the retail business in 2007, we rely on staff from

across ENERGEX to help respond to major incidents. This

assistance is known as the MATEs program.



“As Floor Support I act as a ‘buddy’ for the MATEs, making

sure they have support to answer customer enquiries. The

process is streamlined and after a quick run through with a

few enquiries most people can manage themselves. Our

MATEs only answer customers’ loss of supply enquiries

to provide the community with up-to-date information.

Our more experienced Contact Centre staff respond to all

types of emergency and loss of supply enquiries.”



Wednesday 19 November 2008 saw Jacinta start work at

1am as a second wave of storms caused flood damage

to the Ipswich and western Brisbane areas and hit some

communities for the second time.



“I really did not expect anyone to call at that time, but the

teams were kept very busy with customer enquiries. At

4am and 6am we brought more staff in as call volumes

increased. Again the Contact Centre was assisted by

our ENERGEX MATEs.”



The November storms were the first “live” demonstration

of the Contact Centre emergency response functions

with the reduced staffing levels.



“We frequently carry out simulated exercises to make

sure we are prepared for the real thing. During last

year’s major events everything seemed to run like clock

work: Contact Centre staff were assigned roles, MATEs

were called in, and ultimately our customers got the

service they needed.”









ENERGEX Annual Report 2008-2009 29

Peter Golik

Construction Coordinator

When Peter Golik looked out the front of his house on

Sunday 16 November 2008 and saw a tangled mess

of powerlines, trees and general debris near the Arana

Hills Substation, he knew the storm that had just passed

through Brisbane’s north west suburbs had been

ferocious. While he spent most of Sunday night clearing

damage at his house and assisting neighbours, on

Monday he started the challenging task of coordinating

ENERGEX repair works in the area.



With more than 650 powerlines (equivalent to 33

kilometres of overhead line) ripped from poles during the

storm, the task wasn’t an easy one.



“When we arrived in The Gap, what struck us was

the intensity of the damage in that area. Some of our

international and newer recruits had not experienced a

storm of this intensity and were in awe at the scale of

damage.”



Peter was responsible for supervising teams of ENERGEX

and external workers to restore power supply as quickly

and safely as possible.



“The powerlines in some sections were completely

destroyed so we had to isolate, sectionalise and rebuild

poles and wires. The constant rain, access issues and

trouble with communication systems made the work

difficult,” Peter said.



The restoration work was made possible by the number

of different work groups involved. “We had people from

different depots across the ENERGEX network, external

contractors, Brisbane City Council and Country Energy

crews from New South Wales to assist with the restoration.



“The work was quite physical and exhausting and a lot of

the crews worked hard to restore the power.



“From my previous experience in other storms of similar

intensity, everything is usually flattened and I was

surprised to see some of the network still standing.



“It was a good learning opportunity, especially for the

newer recruits. Some had not experienced this before.”



The November 2008 storms showed our summer

preparedness plans and maintenance programs were

paying dividends for South East Queensland.









30 ENERGEX Annual Report 2008-2009

Severe weather November 2008 While our response was widely regarded as

a success, restoration efforts were reviewed

storm stats:

to determine opportunities for improvement in

November 2008 the future.



November 2008 brought with it some of the 90 per cent Outcomes of the review include:

most severe storms South East Queensland of customers • construction of a new purpose-built

has seen in the past 25 years. It caused had supply response Forward Command Mobile

significant damage to parts of our network, Communication Centre

restored within

affecting more than 166,000 homes and • enhancement of Field Force Automation

businesses in our distribution area.

24 hours; 95 per

capabilities

cent within

The most severe of the storms, on Sunday • earlier notification of impending events to

48 hours; and enable more crews to be deployed earlier

16 November, caused significant damage

the remainder • fine tuning the MATEs system to call in

primarily across numerous suburbs in the

north west of Brisbane. Our crews and that could be additional Contact Centre staff not on

contractors were quick to mobilise, with more connected official standby

than 300 field workers providing vital support within 72 hours • formalising links with external agencies

for restoration activities. such as Ergon Energy and private

electricians to ensure safety issues remain

During the week following the storm, there at the top of the agenda

were more than 2.2 million hits on our Maximum wind • creating quick reference cards to help

website as the community checked on the speeds reached customers arrange for an electrical

storm-related power interruptions. up to 176 contractor to make their premises safe

kilometres per before power is reconnected.

Three days later another line of storms

brought flooding rains to widespread areas of hour

South East Queensland, hitting areas around

Ipswich and Brisbane western suburbs

especially hard. On Thursday 20 November

the region was hit by another series of

storms, which included more than 6,000

lightning strikes, large hail, strong winds and

heavy rains. Local flooding and fallen trees

blocked roads and impeded restoration.

Almost 63,000 customers were affected and

more than 400 jobs were raised to repair the

storm damaged network.

Photo: Our field crews worked around the clock to restore

power to homes and businesses affected by

severe weather events.









ENERGE Annua Repor 2008 200

ENERGEX Annual Report 2008-2009

ENER

ENERGEX Annuall Report 2008-2009

nnu p 008 09 3

31

May 2009 May 2009 flood We have a range of systems in place to allow

stats: a rapid response to most contingencies.

In May our customers found themselves When hot weather of at least 37°C is

mopping up from the worst floods to hit forecast, we have procedures in place that

Queensland in 30 years. The region received instigate response planning in advance. The

one third of its annual rainfall in 24 hours on Power was procedures are designed to ensure that

20 May 2009 as more than 300 millimetres fell restored to operational staff are mobilised quickly in

over some parts of the region, causing flash customers in the field and that an appropriate structure

flooding. is in place to manage any emergency.

just over 48

These procedures include management of

Gale force winds hit houses and infrastructure hours

communication with customers, executive

from the Sunshine Coast to the Gold Coast,

management and stakeholders.

tearing down nearly 200 powerlines and

causing widespread power interruptions. In As part of the response process, our Control

No lost time

total around 75,000 homes and businesses Centre has demand management support

were left without power. Hundreds of our injuries were strategies for areas at risk of exceeding

staff worked through the night in atrocious recorded for our maximum load. At locations with limited

conditions to restore power to the majority of staff network capacity, generators are deployed or

homes and businesses by the following day. arrangements are made with suitable large

Crews had to rebuild parts of the network from customers that can provide support generation

scratch in some areas and flooding hindered or shed discretionary load during periods

progress in others.

More than 300

of high demand. A separate dispatch and

millimetres of operating protocol has been developed and

A week later, our crews then headed south rain fell over tested for the Control Centre to initiate these

to lend a helping hand to New South Wales

South East arrangements.

electricity network owner Country Energy.

A team of 32 of our field workers and Queensland

coordinators from the Gold Coast, Stapylton causing flash

and Boonah were deployed to work alongside flooding

Helping others recover from

Country Energy field workers to repair the

severe weather events

overhead power network between Byron Bay A Fire and Flood Appeal was held for the fire

and Ballina. and flood ravaged communities in Victoria

and North Queensland. Staff donated more

than $66,000 with ENERGEX matching the

Planning amount bringing the total raised to more than

To ensure organisational readiness for a $132,000.

range of network emergencies, we review

and exercise our emergency response

procedures on an annual basis. In addition

to storm emergencies, the procedures

cover responses to major network failures,

generation and transmission deficiencies and

unusual events such as extreme hot weather

or fires.









Photo: Our Control Centre is the coordination point for power interruptions that occur across our network.





32 ENERG

RGEX Annual Report 2008-2009

ua ep t 008-20 9

a

ENERGEX Annual Report 2008-2009

Paula Latch

Community Liaison

Being a good neighbour often means considering the

impacts on others. Since 2007, Paula Latch has worked

hard to ensure we are a good neighbour in the South East

Queensland community.



Paula said much of her work involves working with

communities to find win-win solutions.



“Like any service provider, at ENERGEX we don’t want to

cause disruptions to our customers, but by the same token

we need to construct and maintain our assets to power

people’s businesses and lifestyles. My job is largely about

establishing relationships with the community to minimise

as much as possible the inconvenience these works might

create,” Paula said.



The Community Liaison team are the public point of

contact through network projects, ensuring continuity of

service for residents in close proximity to works, and they

often give consideration to the differing needs of residents

or businesses in the streets where works take place.



“We communicate with residents and businesses early in

the project planning phase to minimise the inconvenience

as much as we can.”



The Community Liaison team works hard to show

that we are part of the community.



Paula said the team’s role in working closely with

stakeholders has evolved recently.



“Community Liaison has been working earlier in the

life cycle of projects. We’re now providing input

to designers and engineers at concept stage so

the community perspective is taken into account

in the planning stages of network projects. This

means we can resolve issues earlier, which has a

flow on benefit for the smoother operation of our

construction and maintenance program.”



By becoming involved early, Community Liaison

act as a conduit between the community and

ENERGEX, helping to facilitate agreement on

issues to produce a mutually beneficial outcome.









ENERGEX Annual Report 2008-2009 33

CUSTOMER AND COMMUNIT Y

Highlights 740 contractors More than 260 staff and contractors received

a customercare award for their capable,

and apprentices

• Formalised Community Consultation progressive and caring commitment to

attended

Manual, a best practice framework for our customer service and were invited to the

consultation

customercare annual awards event to celebrate with the ‘best

• Improved our customer connections training of the best’ in customercare.

process

• Entered five year partnership with

Queensland Museum Customer satisfaction

• Our Contact Centre achieved Major Call

Each year we commission an independent

Centre of the Year Award.

research company to survey customer

At ENERGEX we position ourselves as satisfaction. The research assists us to

a customer-centric organisation, which understand and improve customer perceptions

requires us to understand and respond to of our performance, service delivery and brand

our customers and the community whilst value. Graph 3 demonstrates our customer

undertaking our work. satisfaction levels over the past three years.

While results have dropped slightly this year,

satisfaction levels remain very high, particularly

Building customercare in summer months when we are very visible

within the community.

Our customercare program continued to

promote and expand our premium customer

service brand by delivering improved

customer services. This included the

Queensland’s best

expansion of the customercare training contact centre

for our staff and contractors to include In July 2008, our Contact Centre was named

apprentices. The aim of the training is to Queensland’s major call centre of the year

reduce complaints, increase compliments in the Australian Teleservices Association

and find ways to impress our customers (ATA) Awards. Following this achievement,

while working in their community. in September 2008 our Contact Centre was

awarded one of the top five Contact Centres in

Australia.

Graph 3

Customer satisfaction During the year we responded to 390,000

100 customer enquiries via telephone, email, letter

90 and fax. We answered almost 80 per cent of

80 70

calls to our General Enquiries number within 20

66 67 65 seconds. In addition, our Contact Centre and

70 59 60

60 63 - top 10% utilities Control Centre received more than 500,000

54 - top 33% utilities loss of supply calls and more than 38,000

50

44 - mean utilities emergency calls.

40

30

20

10

0

Q1 2008 Q2 2008 Q3 2008 Q4 2008 Q1 2009 Q2 2009

source: Taylor Nelson Sofres (TNS) research company









Photo: Our commitment to customer service delivery has resulted in many

accolades for our Contact Centre.









34

34 ENERGEX Annual Report 2008-2009

NERGEX n ua Report 0 8-2009

RGEX Repo 0

ENERGEX Annual Report 2008-2009

A guarantee of good service Last year, the final handover of customer data to the new

retailers took place, completing the transition to Full Retail

The Electricity Industry Code specifies Guaranteed Competition for electricity in Queensland. As this occurred,

Service Levels (GSLs) that we must provide to customers. the interrelationships and dependency between retail

We are required to pay a financial rebate (detailed in customer data and the information required to effectively

Table 6) to the customer if the following service standards provide connection services to our customers came into

are not met: sharp focus.



• keeping an appointment with a customer In the context of the continued high growth rate of

• not connecting or reconnecting electricity on time new subdivisions and population growth in South East

• wrongfully disconnecting a customer Queensland, a number of issues in the adequacy,

• failing to reconnect hot water supply within one completeness and timeliness of customer work requests

business day (unless otherwise agreed) and customer information arose. These difficulties led

• failing to give at least two business days notice of a to delays in the connection of new premises and the

planned power interruption provision of some other connection services to our

• interruption to electricity of more than 18 hours for customers and the new retailers. This also led to an

urban or rural customers, or eight hours for central increase in our GSL claims.

business district (CBD) customers

We directed significant effort into identifying the

• More than 10 interruptions for CBD or urban

underlying causes of these new market complexities and

customers, or more than 16 interruptions for rural

implemented new work practices, updated our information

customers in one financial year.

systems and improved our customer and retailer

Electricity distributors are accountable for the administration communications. Now, more than 99 per cent of all field

of the GSL program regardless of whether the error was service operations are completed within the necessary

caused by the distributor or an independent retailer. Last code requirements. The majority of those actions outside

year a total of 3,843 GSL claims were paid as displayed the code timing are subject to occurrences outside our

in Table 6. Customer service related issues generated control, and in most cases are renegotiated with the

3,819 GSL claims and reliability matters initiated the customer to a mutually agreeable target.

remaining 24. All claims have been apportioned between the

relevant stakeholders with 3,745 attributed to us and 98 to

Queensland’s electricity retailers.









Table 6 - GSL Claims Paid by Category and Entity Source



GSL Event Total GSL Claims Paid in ENERGEX Related Retailer Related

2008-2009

2007-2008 2008-2009 2007-2008 2008-2009 2007-2008 2008-2009

Reliability

Planned interruption - Business 0 2 0 2 0 0

Planned interruption - Residential 0 21 0 21 0 0

Reliability - interruption duration 1 0 1 0 0 0

Reliability - interruption frequency 0 0 0 0 0 0

Total Reliability 1 23 1 23 0 0



Customer Service

New connection 2,005 1,440 2,001 1,414 4 26

Wrongful disconnection 14 167 13 126 1 41

Failure to reconnect 2 172 2 146 0 26

Hot water complaint - failure to attend 0 0 0 0 0 0

Missed scheduled appointment 4 15 4 15 0 0



Total Customer Service 2,025 1,794 2,020 1,701 5 93

GSL Total 2,026 1,817 2,021 1,724 5 93



Note: A significant number of claims paid in 2008-2009 related to events occurring in 2007-2008. Separate columns distinguish the event

year to allow comparison. The 2007-2008 GSLs paid do not represent all GSLs that occurred in the 2007-2008 financial year.





ENERGEX Annual Report 2008-2009 35

Electrical contractor stakeholder During the year our public communications continued to

increase to complement the expanding program of work.

management Distribution of program of work flyers increased by almost

Last year a new Electrical Contractor Stakeholder 30 per cent.

Management team was established to build and maintain We also formalised our Community Consultation Manual,

a strong working relationship with electrical contractors. which provides a best practice framework for consultation

The role of the team is to ensure two way feedback with with the community. This document is provided to key

electrical contractors that is timely, useful and consistent. internal stakeholders, and reviewed bi-annually.



One of the primary projects of the team will be the new

Electrical Work Request (EWR) Web Portal to address

delays with processing new customer Form 2 connections.

Community sponsorships

The new portal will automatically upload the data directly into We continue to support community groups through our

our systems, eliminating the need for any manual handling. $1.6 million community sponsorship program, particularly

One of the key functions of the new Web Portal includes in the areas of safety, education, environment and energy

the provision of a unique reference number to the electrical efficiency, and community welfare programs and initiatives.

contractor at the time a form is submitted. This reference

Major beneficiaries of our sponsorship program included:

number can then be used to track the progress of the

request with contractors choosing to receive status updates • Sunshine Coast Helicopter Rescue Service (SCHRS)

for individual requests via email and/or SMS. This new • Royal Queensland Show (Ekka)

technology will assist in minimising the need to contact us for • Starlight Foundation

updates and will also improve time efficiency. • Ipswich Festival

• Queensland Museum (three year partnership)

Six electrical contractors were selected to create awareness • SEQ Catchments (three year partnership)

of the coming EWR Web Portal. A positive response • Landcare Queensland (three year partnership)

to the concept of the EWR was received from all the pilot • Voluntary Marine Rescue Service

contractors and the portal is scheduled to be launched to all • Queensland’s Rural Fire Service.

South East Queensland electrical contractors in late 2009.

A key focus of our sponsorship policy is to ensure

grassroots community support, with each of our hubs

Customer communication receiving their own sponsorship budget designed to assist

local groups and initiatives. Some of these sponsorships

We understand that our program of works can impact

have included the Sunshine Coast Health Foundation,

communities, particularly those residents and businesses

St Johns Ambulance and the Ipswich Hospital Foundation.

in close proximity to construction. Last year we stepped-

up our communication and consultation with customers

and stakeholders with three major network projects for the

Gold Coast, Logan and Moreton Bay council areas.

A changing focus

For more than 15 years, we have been a proud supporter

of the Sunshine Coast Helicopter Rescue Service

(SCHRS) with combined customer and corporate funding

of more than $10 million assisting operations since 1994.

Last year we made a strategic decision to withdraw as

naming rights sponsor of the helicopter rescue service

following the sale of our retail business. However we

remain a major sponsor of the service and it continues to

be our single largest corporate sponsorship.



By removing our naming rights, we now have the

opportunity to extend our support to other initiatives

focused on building sustainable futures for the community.



A highlight for 2008-2009 was the initiation of a three year

partnership with the Queensland Museum, which involved

redeveloping the Museum’s Dinosaur Garden, now known

as ENERGEX Playasaurus Place, with new exhibits

exploring how humans can make smart energy choices to

ensure a sustainable future.

Photo: Students from Mitchelton State School participate in the inaugural

ENERGEX Junior Landcare Activity Day as part of our sponsorship

program.







36 ENERGEX Annual Report 2008-2009

Serving our customers and the community into the future

Last year we formalised our customer strategy framework to outline how we could meet our objective of becoming

customer-centric and using customer information to provide sustainable energy solutions. The framework acknowledges

how our relationship with and the knowledge of our customers has changed since selling our retail business in 2007,

especially around key community issues such as climate change and energy pricing.



Our customer strategy

Customer strategy objectives

We will transform into a customer-centric organisation providing sustainable energy solutions.

We will use customer information to improve business decisions.







Customer strategy target outcomes

Promote community, Enhance customer Understand and influence Achieve customer service Differentiate services and

environment, knowledge regional policies and and delivery standards price offerings available

education and safety trends



To ENGAGE our customer To KNOW our customer To ENHANCE our role as To MAINTAIN our service To OFFER customer

a customer advocate excellence choice







Stakeholder management and engagement

We will: We will: We will: We will: We will:

• continue community • implement our customer • strengthen relationships • improve services and • partner with retailers

public safety campaigns strategy with retailers customer interfaces to maximise choice

• balance social • develop customer • engage business, • use immediate, granular and value of service

sustainability projects segmentation and data local, state and federal intelligence to provide offerings to customers

and traditional network tools leaders to influence targeted services • contribute customer

outcomes • conduct targeted plans, policies and • implement strategies intelligence to network

• continue energy customer surveys initiatives to report, monitor tariff formulation

efficiency and peak • proactively respond • anticipate the changing and ensure service • ensure price and service

electricity demand to changing customer energy and social obligations are achieved offerings are well

education requirements and environment and • ensure corporate received and accepted.

• conduct education expectations proactively respond. customer initiatives

campaigns on targeted • inform future service inform the long-term

initiatives eg. non standards and targets. customer-centric vision.

technical solutions.







Photo: Our field crews undertaking power upgrades for the

Impressing our customers – a Fernvale case study Fernvale community in August 2008.

Fernvale, a small town along the Brisbane Valley Highway, had

never seen the likes of it: a cavalcade of 30 ENERGEX vehicles

including 20 Elevated Work Platforms (EWPs) converged upon

the town on a September morning in 2008 to carry out a major

job.



More than 50 of our employees from the Esk, Boonah, Gatton,

and Raceview depots joined forces to complete work required to

upgrade the power network in Fernvale.



It took 120 man hours of preparation and 450 man hours of work,

but through teamwork we successfully upgraded 17 spans of

11,000 volt power lines, replaced six crossarms, relocated five

power poles, recovered one transformer, commissioned one

transformer and one new estate, and completed various service

line and street light alterations. Eight mobile generators kept

the power on for businesses in the town while normal supply of

electricity was interrupted.



To thank the local community for their patience, we hosted a

barbeque breakfast attended by more than 800 members of the

public.



“ENERGEX can interrupt the Fernvale power supply anytime!”

said an impressed business owner.



ENERGEX Annual Report 2008-2009

ENERGEX Annual Report 2008-2009

ENERGE Annual epor 200 -200

RGE nn 37

37

Sarah O’Brien

Cadet Design Officer Circuitry

Going from answering customer billing inquiries to learning

engineering mathematics is all part of how we are working for

Sarah O’Brien and her career.



Sarah started in our Contact Centre in 2006. Sarah says, “The

Contact Centre opened my eyes to what ENERGEX does. It is a

great foundation for a career with ENERGEX because it exposes

you to the variety of different things we do for our customers.”



Increasingly, Sarah found she was drawn to the network or

technically based customer queries. “I found that I enjoyed the

challenge and the problem solving required and felt that this was

the area within ENERGEX I would like to progress my career.”



We strive to provide our people with leadership and technical

skills to further develop their career.



The development and training avenues open to employees

include the following:



• on-the-job coaching and training

• job rotation and experience programs

• staff training and development activities

• transfers

• acting in positions of higher duties

• secondment to special duties

• study assistance

• attendance at development programs.



Despite enjoying her role in the Contact Centre, Sarah found

herself grappling with career development opportunities. At the

same time our Resource Development area identified specialist

resourcing needs within some parts of the business where

functions are niche based (technical positions that do not require

a trade but do require a technical aptitude and understanding).

Cadetship opportunities were established to best fill the needs of

these areas, and Sarah soon became one of our 13 cadets.



“I saw the internal advertisement for a non trade based

cadetship program and realised this was a perfect fit for my

career development goals,” she said.



Sarah is now a Substation Circuitry Design Cadet and

completing the newly created four year cadetship but continues

to participate on the Storm MATEs standby roster at our Contact

Centre.



“As part of the cadetship, I work four days a week and I am

paired with mentors and undertake on-the-job training learning

substation designs and concepts. We usually rotate through

different mentors or trainers and it’s been great to absorb all their

skills and knowledge and ask a million questions.”



Cadets then spend one day a week at TAFE where they

complete an Advanced Diploma in Electricity Supply – Power

Systems. The cadets will also be placed in field based rotations

such as substation services and field testing.



“I love the challenge of learning all about design. Going out on-

site would have to be the best part of the cadetship. Being able

to see the designs that you work on daily transform into physical

form is very exciting,” she said.









38 ENERGEX Annual Report 2008-2009

PEOPLE

Highlights 51 employees Creating positive

• Recruited almost 450 new staff

studying their

Advanced

employee relations

• Signed ENERGEX, SEPL and SPARQ The signing of a new certified agreement

Certified Agreement - ENERGEX Union Diplomas on

(EUCA) 2008 was a major achievement last

Collective Agreement (EUCA) 2008 structured

year.

• Four per cent improvement on staff programs

engagement scores in our annual staff Highlights included an ongoing commitment

survey to employment security, increase in wages

• New leadership capability framework and allowances, and support for productivity

Established improvement.

implemented.

the Project

Management Although there were significant and lengthy

At ENERGEX, our people strategy focuses

negotiations accompanied by work bans, it was

on building a capable, committed workforce Centre of

an outstanding achievement that there was no

and creating a workplace that our 3,700 Excellence loss of electricity supply to customers during

people want to be a part of. Program this period.





A diverse workforce Staff development

Our workforce is diverse, providing our

Last year we continued to offer a suite of

people with a range of opportunities in

cadetship, apprentice and graduate programs.

positions spanning from technical and

These programs assist with developing the

trades to office, clerical and management

skills and experience needed to keep building

positions.

and maintaining South East Queensland’s

Last year we formalised employment electricity network.

conditions, continued to improve programs

Cadetships combine study and on the job

for staff and leadership development,

training. Last year 13 non-trade based and 15

increased staff engagement, improved

trade based staff commenced the four year

recruitment practises and we commenced

cadetship program.

a new process to improve workforce

planning. 101 apprentices started their qualifications as

either an electrical fitter mechanic, linesperson

Table 7 or cable jointer. In the same period 42

Staff numbers by employment apprentices graduated and were subsequently

employed.

category

The graduate program is designed to attract

Employment Category Employees recent university graduates of Engineering,

Business and Accounting. All program

Administrative Clerical 714

disciplines include rotations through

Apprentices 325

departments applying studies and also learning

Electrical Systems Design Advisors 91

about different facets of our business. All

Executive Contract 130

participants receive personal development and

Other Contract Employees 5

mentoring from our senior employees. Last

Paraprofessionals 333

year, 10 staff commenced in the engineering

Power Workers 192

program, five in the business program, and two

Professional/Managerial 556

in the accounting program.

Supervisors 317

System Operators 67

Technical Servicepersons 1,002

Trainees/Cadets 11

Casual 1

TOTAL 3,744



Note: Includes all permanent, part-time, and casual

ENERGEX staff as at 30 June 2009.









ENERGEX Annual Report 2008-2009 39

The Project Management Centre of Staff have their say

Excellence Program The 2009 ENERGEX staff survey showed the level of staff

To help ensure capital works projects are managed engagement improved by four per cent from the previous

effectively we established the Project Management year, increasing from 58 per cent to 62 per cent. This is

Centre of Excellence Program, an initiative to improve a statistically significant improvement and places us just

Program of Work (POW) project delivery by using a outside the high performance zone (over 65 per cent) as

project management framework comprising best practice defined by Hewitt Associates, the company conducting the

methodology, procedures, processes and policies. survey.



The program has helped us develop confident and More than 3,100 staff took the opportunity to be heard

capable staff to ensure the reliable delivery of projects to and have their say in the survey. This number of staff

scope, time and cost. represents a response rate of 84 per cent, the highest ever

achieved.

In addition, a project management career pathway and

Capability Framework was developed in April 2009. The

program aims to develop the skills of project management Communicating with our staff

staff and improve operational effectiveness.

We use a comprehensive range of activities,

communication tools and resources to assist our

Building effective leaders employees to perform productively in their jobs and

keep up-to-date with what is happening in the company.

Building strong and effective leadership across our Last year staff received regular information through the

company is paramount to helping achieve our business monthly staff magazine Connections and a daily electronic

objectives and meeting our future challenges. bulletin board. Our intranet, which contains over 100,000

files, continued to be an important source of information,

During the year we introduced a new leadership capability receiving 160,000 ‘hits’ each month.

framework to provide greater clarity about what we expect

of our leaders, and guidance to both current and aspiring Our leaders came together in Group Manager Forums

leaders to help develop and improve these skills. and Leaders Forums several times during the year to

hear directly from our CEO and other managers about the

A suite of short courses and learning e-bytes to support organisation’s progress and key strategic projects. Our

skills development and awareness of the leadership staff also heard directly from the CEO via fortnightly email

capabilities was rolled out in March 2009. updates.



Last year almost 80 people participated in the Frontline

Leadership Program and almost 550 attended Leadership

short courses.

Building workforce capacity

Last year we recruited almost 450 new staff to our

team. People sourcing continues to be a key challenge

Recognition for quality trainers particularly in technical areas. Projects such as

developing a rolling five year workforce plan, and creating

We were recognised for our quality apprenticeship and implementing an ENERGEX employment brand will

training at the 2008 Minister’s Award for Excellence for be finalised next year.

Employers of Australian Apprentices at Parliament House,

Canberra. Energy Delivery’s Apprentices Management Based on feedback, we also refined our recruitment

Group received the Runner’s Up Award for the Brisbane processes with dedicated recruitment specialists to

region for their planned approach in supporting Australian manage the whole recruitment process. Benefits delivered

apprentices in the workplace, the flexibility they include reducing the amount of time managers spend

demonstrated in delivering training, the success they have on recruitment, reducing the time to fill vacancy from 43

achieved in implementing Australian Apprenticeships, and to 30 days, and reducing the costs of appointing a new

for the excellent quality of training they provide. employee.



Last year our staff spent 167,160 hours training to ensure

they maintain and improve their work practices. That

represents a 300 per cent increase from 2003-2004

training levels.









40 ENERGEX Annual Report 2008-2009

Kevin Kehl

Director Revenue Strategy

During Kevin Kehl’s more than 20 years with the

electricity supply industry, safety has always been

important, but last year it became even more

relevant when he attended the Zero Incident

Process (ZIP) Program.



ZIP is a process that gives a workplace the

genuine opportunity to reach the goal of Zero

Incidents. It does this by focusing on the “person”

component of the Safety Culture Model. ZIP

is not a program about “what” is safe, nor is

it instructions on “how” to follow procedures.

Instead, ZIP focuses on providing people with

information about the “why” of safety and the skills

to make safe choices in the workplace and at

home.



“Safety and wellbeing underpin every part of

your life. ZIP and the strategies it teaches

make it more relevant to you as an individual

and makes you more responsible and

accountable for your own safety,” Kevin

said.



With safety being a key corporate

value, Kevin believes ZIP allowed

the message to refresh people’s

commitment to safety and

allowed staff to make it applicable

to their work and life.



In fact, it was as part of our

Corporate HealthCheck program

a couple of years ago that Kevin

renewed his own commitment to

health and fitness.



Kevin is an active user of our health and

wellbeing program, often utilising annual flu

vaccinations and participating in the Energising

ENERGEX exercise program.



“Our busy jobs and lifestyles mean that we

don’t engage in physical activity as much as we

should. With this program you really don’t have

an excuse. I often encourage my team to attend

the Energising ENERGEX program, because

it provides an opportunity to meet other staff

including senior leaders in a social forum, all with

a common purpose of getting healthier. ”



Kevin found exercise provided a stress release

and improved concentration during a year of tight

deadlines.



The Energising ENERGEX program also includes

community and charity events such as the Cool

Night Classic and the Bridge to Brisbane annual

run/walk.



“These events are a great way to support charities,

and you can participate to the extent that you are

able. ENERGEX teams participate in a way that

shows the community we are contributing and are

a part of the community.”



ENERGEX Annual Report 2008-2009 41

SAFET Y

Highlights A contemporary process for risk management was

adopted during the year to reflect the requirements of

• A formal Health and Safety Strategic Plan has been AS/NZS4360 and provide a standard approach across

set in place for the next five years our company. Processes were also developed to ensure

• Development of a Community Safety Plan, which continuity of electricity supply to customers during a

emphasises how we work with the community to keep pandemic event.

them safe

• Implementation of a systematic approach to risk

management to ensure that risks are controlled for all Staff commitment to safety

activities

Last year we continued to use the safety management

• Lowest ever lost time injury (LTI) and lost time injury

system to ensure we had a systematic approach to

frequency rate (LTIFR) on record.

meeting our legal requirements. This led to a sustained

improvement in occupational health and safety (OHS)

At ENERGEX we are committed to putting safety first for

performance.

our staff and the community. For our staff and contractors

who represent us, the ultimate goal is “no injuries”. For the first time in August 2008 we conducted an internal

Achieving this means every single person at ENERGEX Safety Culture Survey. The results of the survey indicated

returns home safely to their family and friends each day. that employees generally feel they have the equipment

For the community, we strive to provide information and an and resources to be able to perform their job safely and

understanding of electrical safety to control, reduce and that the systems and procedures in place are up-to-date

eliminate risks. and followed by work teams. It has also highlighted

opportunities for improvements which are being addressed

by the Health and Safety Strategic Plan and Safety

Measuring our safety Communications Strategy.

performance

During 2008-2009 we continued to improve on our Health and Safety Strategic

safety performance, with staff commitment to safety and

improved work practices leading to the lowest ever LTI Plan

and LTIFR on record. There was also a marked decrease Our safety initiatives are linked to the Health and Safety

in the severity of injuries. These achievements are an Strategic Plan 2008-2013 which commenced in July 2008.

important signal that we are making headway as we We are taking a structured approach to reducing the level

continue on our path to no injuries in the workplace. of risk associated with our operational activities. The

strategic plan covers four key areas:



External accreditation and • high risk activities



compliance •

•

moderate risk activities

systems and processes

Our Safety Management System retained its accreditation • behavioural safety.

to AS/NZS 4801 and the Electrical Safety Office

Last year we established 17 projects that addressed the

requirements set out in the Electrical Safety Act 2002

four key areas under the strategic plan.

(QLD). Furthermore, to ensure that the requirements

of the legislation and safety management system are

adhered to, a risk based internal auditing process has

been established.



Table 8

Workplace key safety indicators

Key safety performance indicators 2006-2007 2007-2008 2008-2009

Lost time injury frequency rate (LTIFR) (total number of lost time injuries per million hours 2.70 3.62 2.34

worked during the year)

Lost time injury severity rate (LTISR) (days lost per million hours worked in the year) 42.50 139.12 58.20

Compensible claims frequency rate (percentage of full-time employees with accepted 5.70 4.70 5.15

WorkCover claims in the year)

Lost time injuries (LTIs) (number of work-related injuries with: defined onset, a medical 21.00 25.00 16.00

certificate of incapacity, one or more whole days lost and an accepted WorkCover claim,

in the year)

Days lost due to LTIs 325.00 961.00 398.00





42 ENERGEX Annual Report 2008-2009

Safety communications 98 per cent of Manual tasks

our staff believe

A key finding of the 2008 Safety Culture Data analysis revealed manual tasks as a

if there is an major contributor to more than 36 per cent of

Survey was a need for consistent safety

communication messaging. Workshops were

incident on site all injuries across our company. As a result,

held with representatives from each business the goal is to a Manual Tasks Discomfort Survey was

division to determine the best methods learn from it distributed across the business to ascertain

of communication in relation to safety to stop it from the tasks which may be associated with the

messaging. Two Safety Consultancy Groups, development of musculoskeletal disorders.

happening

consisting of Group Managers and safety The results identified 10 high risk tasks

again which were assessed by an ergonomist,

specialists, were established to develop a

safety communications activity plan and assist and recommendations were made to reduce

in developing a consistent communications the risk. These have been incorporated into

strategy. an action plan, whereby systems and work

practices are reviewed to implement the

The Management Safety Accountability and recommendations.

Obligations Program has been rolled out to

raise the awareness of all line management

employees across our company of their Improving health and

responsibilities under the Workplace Health

and Safety Act and Electrical Safety Act 2002. wellbeing

It does this by providing an overview of four Last year we continued to assist employees

key principles that focus on the protection through our workplace rehabilitation program,

of workers’ safety and health. More than which covers both work-related and non-work-

400 line managers have participated in the related injuries and illnesses.

program.

Through the year, staff were also able to

participate in employee wellness initiatives

Behavioural safety offered through the Energising ENERGEX

program. Initiatives included subsidised

A highlight of our safety approach last year exercise classes and sponsorship for

was introducing behavioural management into employees taking part in a wide range of

our safety management framework. sporting events, and a flu vaccination program

which was used by 757 employees.

The Zero Incident Process (ZIP), which

commenced in August 2008, is designed

to empower people to take control of their

personal safety by becoming more effective

within the systems and environments in which

they work. Last year more than 1,000 staff

attended the program, which will be rolled out

over the next three years to all staff.



ZIP focuses on providing people with

information about the “why” of safety and the

skills to make safe choices in the workplace

and at home.









Photo: We rolled out our Zero Incident Process (ZIP)

Program, a behavioural program to provide all staff with the

tools to make safe choices at work and home. ENERGEX Annual Report 2008-2009

ENERGEX Annual Report 2008-2009

ENERGE Annual epor 2008 20

NER nua

nn 43

43

In response to the outbreak of Pandemic H1N1 2009 We also developed a community safety framework

(swine flu), we worked closely with Queensland Health, compromising of five key focus areas:

Ergon Energy, Powerlink and the Energy Infrastructure

Assurance Advisory Group to monitor the situation and 1. Community awareness – education regarding electrical

develop standard response plans, including industrial safety

relations and leave policies, in preparation for more 2. Business community awareness – promoting safe

serious outbreaks. While some staff were affected by the work practices and regulations about electrical works

virus, early precautions including communications and 3. A workforce committed to safety – embedding a safety-

encouraging hygiene and social distancing measures first culture

ensured the spread of the virus was minimal. 4. A safe and reliable electricity network – managing

and minimising equipment risks, and analysing and

monitoring trends to eliminate and minimise incident

Community Safety Plan recurrence



2008-2009 5. Collaboration and partnership – influencing key

stakeholders such as recent partnerships with

As a member of the South East Queensland community Queensland Fire and Rescue Service and community

we developed the ENERGEX Community Safety Plan to groups to consider electrical safety in their activities.

ensure community safety issues are continually monitored

Our community education program addresses electrical

and proactively managed. The key objectives of the plan

safety risks and opportunities for everyone, through the

are:

following education campaigns:

• increasing electrical awareness and understanding in

• storm safety

the community through education

• look up and live

• continually monitoring community safety issues and

• fallen powerlines

targeted programs to reduce inherent safety risks

• safetree

• encouraging the community to regard ENERGEX as

• home electrical safety.

an expert on electrical safety.

The results of last year’s community safety public

Copies of the plan were distributed to 1,500 community

awareness campaign were excellent, with independent

groups, stakeholders, industry and our staff. The plan is

research showing campaign awareness of 96.7 per cent.

also available on our website.

People are more likely to stay away from fallen powerlines

(95 per cent compared with 66 per cent in 2008) and tell

others to stay away from fallen powerlines (94 per cent

compared with 71 per cent in 2008).





Photo: As part of our commitment to safety, staff

are supplied with appropriate safety clothes and

equipment to be used when carrying out works in

the community.









44

44 ENERGEX Annual Report 2008-2009

NERGEX nnua Repo 008-2009

nnua

ENERGEX Annual Report 2008-2009

Russell Ryan

Network Procurement Trades

Assistant

We have long been a recycler of waste products

and now use the money raised through the

recyling program for environmental partnerships in

South East Queensland.



For more than 10 years, Russell Ryan has been

involved in the recycling of old ENERGEX assets.



“Our team is responsible for the safe and

environmentally friendly recycling or repair of

equipment we no longer use. Some of these

products include oil in transformers, scrap metal

or cable and the recycling of old timber poles. By

not just throwing something away, but actively

looking at reusing older equipment, we are able to

generate a profit.”



Last year the recycling of metal/cable, oil and

timber program raised more than $4.9 million.



During the year we recycled around 3,300 tonnes

of metal, 630,000 litres of oil and 14,500 metres of

timber.



The hard work performed by Russell and the

recycling team allows us to sponsor sustainable

projects across South East Queensland, including

establishing partnerships with SEQ Catchments

and Landcare Queensland.



We have signed an agreement with SEQ

Catchments, valued at almost $200,000, to fund

sustainable projects across the region for the next

three years. More than $25,000 was invested with

SEQ Catchments and Gold Coast environmental

group, Gecko, to propagate more habitats for

an endangered butterfly species. We are also

working with SEQ Catchment on tree planting

along the North Pine River corridor in the Moreton

Bay Regional Council area, helping to increase

koala food trees and the creation of a fenced

conservation zone for koalas.



In partnership with Landcare Queensland, the

ENERGEX Junior Landcare activity program

has been established and will see 10 South East

Queensland schools participate in revegetation

activity days each year.



“Its great to see that what we do goes to a great

green cause,” Russell said.









ENERGEX Annual Report 2008-2009 45

ENVIRONMENT

Highlights • strategies to minimise the environmental impacts of

the goods and services through improved design or

• Continued to plant trees to offset our fleet emissions manufacturing

• Reduced our greenhouse gas emissions by almost • the supplier’s socially responsible practices including

13 per cent compliance with legislative obligations to employees

• Implemented the Environmental Offsets Policy • value for money over the whole-of-life of the goods

for replacing significant vegetation cleared for and services including end of use management, rather

infrastructure programs and offsetting carbon dioxide than just the initial cost.

emissions

We collaborate proactively with our industry partners and

• Initiated development of our Corporate Sustainability

our suppliers to develop business management decisions

Strategy Framework and carbon management plan.

and initiatives that will result in sustainable business

At ENERGEX, we promote energy efficiency and aim to benefits to us and the supplier.

reduce the environmental impact of our operations.

We are also a member of the Sustainable Procurement

Last year we continued to improve our environmental Energy Committee, an industry group examining how

policies, and actively participated in initiatives to improve sustainable procurement can be better aligned with

local environments throughout South East Queensland. corporate strategy.



Our Supplier Awards recognised Fuji Xerox Australia in



Environmental initiatives the inaugural ENERGEX ‘Innovations in Sustainability’

Supplier Award. As an organisation, we are proud to

Planting to offset emissions partner with Fuji Xerox Australia, a printing supplier who

embeds sustainability as a serious part of their business

Since joining the Australian Government’s Greenhouse framework, and partners with us to achieve sustainable

Challenge in 1996, we have planted around 300,000 outcomes and reduce our carbon footprint.

native shrubs and trees to offset our carbon emissions. As

part of this program, our fleet emissions are offset through

Greening Australia’s planting program, which currently Supporting embedded renewable

offsets about 22,000 tonnes per year of carbon dioxide energy sources

equivalent. Greening Australia planted over 27,000 trees

in South East Queensland last year on our behalf. We continue to strongly encourage and facilitate the use

of small-scale renewable energy sources distributed

across the electricity network. Taking a key role in the

Sustainable streetlighting working group to establish the Queensland Government

Solar Bonus Scheme feed-in tariff, we have developed

Last year we worked with South East Queensland councils

customer-focused connection agreements to ensure

and the State Government to trial the replacement of

safe and efficient connection of small solar photovoltaic

mercury vapour streetlights with more energy-efficient lights.

and similar inverter energy systems to residences and

The two year trial is the first of its kind regarding streetlighting

commercial applications.

in Australia and involves the use of sophisticated measuring

devices to monitor the performance of the lights. The trial will Graph 4

collect data which will be used to determine purchasing of

future energy efficient streetlights.

ENERGEX Photovoltaic Network

Agreements

Sustainability in procurement 5,000



4,500

Number per annum









In line with the Queensland State Procurement Policy, 4,000



each year we are working to progressively integrate the 3,500

3,000

practice of sustainability into the procurement of goods,

2,500

services and construction. To achieve this, procurement 2,000

decisions encompass the consideration of goods and 1,500



services which have a lower impact on the environment 1,000



and human health than competing goods and services, 500



0

and which are ethically and socially responsible, including: Pre July 2004 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009





• strategies to avoid unnecessary consumption and Note 1: Figures for 2008-2009 are for 10 months ending April 2009.

manage demand. Consideration is given to the

potential for reduced waste through less packaging,

provision of a packaging take-back, and products

made from recycled resources





46 ENERGEX Annual Report 2008-2009

Driven by government rebates, we saw the numbers of Fleet

small grid-connected renewable energy systems increase

ten-fold last year. Around 4,500 new small embedded We are committed to a sustainable fleet and over the

solar photovoltaic installations were connected in the years we have improved the efficiency of our fleet through

period. More than one million kilowatt-hours of energy was weight distribution management, introducing more diesel

returned to the grid, yielding payments to customers of vehicles and harnessing the innovations of heavy vehicle

almost $500,000. design. Included in our recent focus has been improving

the greenhouse rating of our fleet to support the delivery of

With the growth in the number and types of small grid- reduced carbon emissions.

connected renewable generation continuing at an

unprecedented rate, we continued to work actively with To continue to support the delivery of our program of work,

government, solar photovoltaic installer groups and clean our fleet consists of:

energy organisations to ensure the growth in small-scale

Vehicle type 2007-2008 2008-2009

grid-connected renewable energy systems can continue

Light vehicles 970 1,009

with beneficial outcomes to all involved.

Special fitout 406 434

Heavy vehicles (including plant) 674 701

Environmental initiatives at

workplaces Case study

We continued to implement several water efficiency Working with councils and community

initiatives in accordance with our Level 6 Water Efficiency We continued to work with communities in South East

Management Plan (WEMP), which was approved by the Queensland to revegetate areas after building new

Queensland Water Commission including: parts of the electricity network, and contributed to the

• installing water wise taps, showers and urinals as environment in other areas.

well as staff education programs on methods of water Last year we:

conservation, contributing to water reductions across

the portfolio • partnered with Maroochy Catchment Centre and

• utilising our water monitoring system across 12 of our Sunshine Coast Regional Council to revegetate the

major corporate sites, which consume over 90 per cent area around the Peregian substation with native

of water across the portfolio, to identify further water indigenous species near this sensitive endangered

efficiencies bushland and ‘of-concern’ wetlands

• continued an electricity monitoring system across all • worked with Gold Coast City Council at Currumbin

40 sites and installed sub-meters at 16 of our major to revegetate the Tugun Conservation Park with

corporate sites which consume around 92 per cent over 400 native shrubs that were planted after

of electricity across the portfolio, to identify further a 33,000 volt underground feeder was installed

electricity efficiencies. through the park

• planted more than 2,000 native plants in specific

areas along the Wulkuraka 110,000 volt easement

Last year’s results showed significant water efficiency with a combination of native bushes

reductions of up to 12 per cent across our facilities. • partnered with Noosa Landcare to reinstate

We also initiated several energy efficiency initiatives easement vegetation after maintenance work

through our Strategic Energy Management Plan (SEMP) required some clearing.

as part of the Queensland Government ClimateSmart

strategy. The initiatives are:



• purchasing 40 per cent Green Power for 11 of our Working with industry and

largest corporate sites

• continuing an electricity monitoring system across 16

government

of our major corporate sites which consume 95 per Last year we assisted Building Codes Queensland to

cent of electricity across the portfolio, to identify further enhance their related Guidelines document to help

electricity efficiencies homeowners and builders improve the total system

• ongoing energy efficiency at our Charlotte Street Head efficiency of both new and existing air conditioning

Office by using economy cycles with fresh air intakes systems.

(saving 250 kW/hr per day in winter), and variable

speed motors on fans (saving 150 kW/hr per day) and We continue to work with the Department of Environment

on cooling towers (saving 80 kW/hr per day). and Resource Management to revise the Memorandums

of Understanding for vegetation and koala habitat.









ENERGEX Annual Report 2008-2009 47

Last year we implemented our Environmental Offsets

Policy for replacing significant vegetation cleared for

Education about energy

infrastructure programs. efficiency

Central to our responsibility to future generations is our As a leading organisation in the electrical industry, we

vision to work in partnership with the community towards acknowledge our responsibility to raise awareness in

sustainable behavioural change. Moving forward, our customers about the role they can play in reducing

community groups will be involved in the implementation their energy consumption. Energy efficiency campaigns

of revegetation and/or offset programs where possible. throughout the year aimed to help reduce greenhouse gas

emissions and reduce demand on the electricity network at

peak times.

Our environmental A new advertising campaign had excellent results

responsibilities and with almost 80 per cent of people participating in an

compliance independent survey recalling the advertising.



Last year, our Environmental Management System We played a major role in the 2009 Earth Hour campaign.

remained certified against the 2004 version of the Our support of the World Wildlife Foundation (WWF),

Australian New Zealand Standard Environmental Systems including promoting energy efficiency messages and

- Requirements with Guidance for Use (ISO 14001). Last providing detailed energy consumption data, contributed

year, we: to the event’s success, with our customers cutting their

power consumption by around eight per cent during Earth

• recycled 7,262 cubic metres of recyclable waste Hour. Across our network area customers saved around

• decreased potable water consumption by around 195 megawatt hours of electricity, the equivalent of turning

12 per cent when compared with 2007-2008 off more than 300,000 plasma televisions for the hour.

• installed water tanks at several of our major facilities

for use in wash bays, toilets and general purpose Our Metering Dynamics department also provide commercial

hoses customers with energy and utility measurement and information

• reduced electricity consumption despite an increase in solutions. These solutions provide our customers with a detailed

staff numbers understanding of electricity, gas and water consumption.

• committed to purchasing approximately 40 per cent



New CBD Headquarters –

Green Power across our 11 major sites

• provided four environmental training courses which

in combination were delivered to 2,139 internal staff current status

and 3,166 contractors. Within the corporate induction

Construction continues on our new campus-style office

program environment issues were presented to 189

building located at the 17 hectare Newstead Riverpark

new staff.

development which has been designed to a 6 Green Star

We have operations in Queensland and Victoria and Rating. Relocation to this innovative building is expected to

as such for environmental matters we are principally occur during mid 2010. Rated by the Green Building Council

regulated by the following government bodies: of Australia as one of the state’s most environmentally

friendly commercial premises, the building will boast cutting

• Queensland Department of Environment and Resource

edge green technology aimed at slashing carbon emissions.

Management

• Victorian Environment Protection Authority. Active chilled beam air conditioning technology, waste

management systems, automatic water harvesting and

See Appendix 2 for a full list of environmental approvals.

recycling and electricity producing photovoltaic cells are

We also continued the deployment and monitoring of the being employed to reduce waste by up to 55 per cent in

Environment Compliance Plan. This plan has identified some areas. An innovative air conditioning system will

the environmental risks associated with our operations provide fresh air rates 150 per cent above the Australian

and has initiated strategies to control these risks through Standards. Natural light will predominantly be used for

site specific environmental management plans. This internal illumination, with wall to ceiling windows giving

work will continue as plans are developed for individual 80 per cent of staff an outdoor or internal atrium view and

premises and risk mitigation strategies are implemented vastly improved lighting.

and evaluated.

Compared to existing buildings of its size, our six storey,

28,600 square metres headquarters will cut carbon dioxide

emissions by more than 2,100 tonnes each year, which is

equivalent to removing 520 cars from the road annually.



A rain water tank will provide water to supply toilets and

landscape irrigation. This is expected to decrease water

usage by 38,000 litres annually.



48 ENERGEX Annual Report 2008-2009

Table 9

ENERGEX’s greenhouse gas emissions summary

Consumption Consumption CO2-e (tonnes) % of total

Energy Carbon Footprint Summary Table Emissions Sources (2007-2008) Units emissions

SCOPE 1 - DIRECT EMISSIONS 108,537 7.474%

Mobile Combustion - Heavy Load Transport Fleet (>4.5t) 3,318 kL 8,941 0.616%

Mobile Combustion - ‘On Road’ Transport Fleet 4,013 kL 9,579 0.660%

Natural Gas and Landfill Gas* - production of electricity and steam 1,669,728 GJ 85,701 5.902%

Diesel - production of electricity 965 kL 2,588 0.178%

Air conditioner refrigerants 449 kg 822 0.057%

SF6 from Switchgear 38 kg 906 0.062%

SCOPE 2 - EMISSIONS ASSOCIATED WITH THE USE OF ELECTRICITY 1,292,161 88.986%

Electricity used by ENERGEX 17,629,646 kWh 16,043 1.105%

Electricity to compress natural gas for Garden City bus fleet 694,420 kWh 632 0.044%

SPARQ Solutions Electricity** 333,388 kWh 303 0.021%

Network losses 1,262 GWh 1,148,693 79.106%

Street lighting 138 GWh 126,490 8.711%

SCOPE 3 - INDIRECT EMISSIONS 51,403 3.540%

Employee Air Travel 2,392,576 km 291 0.020%

Employee Taxi Travel 139,874 km 39 0.003%

SPARQ Solutions Air Travel** 955,259 km 117 0.008%

SPARQ Taxi Travel** 85,367 km 24 0.002%

Waste 23,700 tonnes 40,290 2.775%

Full fuel cycle for stationary and transport fuels 1,976,430 GJ 10,642 0.733%

SCOPE 1+2+3 1,452,101 100%

REDUCTION MEASURES 25,994

Green Power Purchased 4,388,641 kWh 3,994

Greening Australia Forestation Program 22,000

NET CARBON FOOTPRINT 1,426,107

*According to the National Greenhouse Accountings (NGA) factors 2008, landfill biogas that is captured for combustion is carbon

neutral, only trace emissions of CH4 and N20 are calculated.



**50 per cent of SPARQ Solutions’ emissions are included as SPARQ Solutions is jointly owned by Ergon Energy.









Our environmental

performance

We have a long-term management plan to reduce the risk

of environmental incidents caused by us or any of our

service providers. Managing and reducing our greenhouse

emissions is a task we take very seriously and as a result

of our commitment, last year there were again no legal

proceedings or infringement notices issued against us in

this regard.



Last year we measured our carbon footprint and

implemented a Carbon Management Plan. The Carbon

Footprint Report calculates our carbon dioxide emissions

to establish a base line of current environmental

performance and guide appropriate targets and strategies

for the future.



Our carbon management plan outlines strategies to

reduce our carbon emissions. Since 2007-2008 we have

reduced our total emissions by 13 per cent.



Our new Environmental Strategy has recently been ratified

by the Board and is embedded in the Business Plan.









ENERGEX Annual Report 2008-2009 49

Peter Newland

Group Manager Network

Information and Customer

Strategy

Peter Newland and his team are focused on

ENERGEX customers, trying to profile and research

consumer patterns and behaviours in order to

make informed decisions about how we operate

and maintain the South East Queensland electricity

network.



“The long term goal for ENERGEX is to be able to

provide a network or service that suits customer

needs. To do this we need to build a profile of

different regions, different customer types and how

they use energy,” he said.



To enable ENERGEX to become the customer-

centric organisation it is striving to be, staff like Peter

provide valuable insight and research.



“As the Customer Strategy Manager, my team and I

develop customer insight models around three key

ENERGEX service challenges: reliability, demand

and growth.”



1. Reliability – understanding of our customers’

expectations of supply reliability and the impacts

on their lifestyle should they lose supply.

2. Demand – analysis of how customers use energy

and their load profiles to assist in better planning

our network as well as understanding capacity to

move or decrease load and to inform our demand

management strategies.

3. Growth - be able to forecast how customers,

reliability and demand needs will change in the

future, as well as conducting a population study

on where customers are moving to within our

region.



Another aspect of Peter’s role will be leveraging

customer insight and knowledge in future network

visions including the use of smart grids and smart

meters, designing these initiatives with the customer

in mind.



“We need to make investment decisions that provide

value to customers and are in the long term interest

of the people of South East Queensland.” Peter and

the Customer Strategy team will continue to build a

customer database with the aim that this information

and research will assist decision making on network

planning and investment decisions, demand

management, interruption management and price

tipping points.









50 ENERGEX Annual Report 2008-2009

RESEARCH AND DEVELOPMENT

Highlights New Government regulation

• Around 2,000 customers participated in the second We welcome the introduction of a new electricity

year of our Cool Change trial regulation that came into force on 1 July 2009. The

• Established joint working group with Ergon Energy to Electricity Amendment Regulation requires us to report

develop smart meter pilot and trials our long-term strategy for demand management and use

• Delivered our Network Vision Outlook to 2025, of ‘non-network’ solutions, that is, effective alternatives

outlining our aims for the network into the future. to building new infrastructure to meet the community’s

growing power needs.

The evolving needs and choices of our customers are of

critical importance to our long term success. As such,

significant resources have been put in place to position our Cool Change: Energy Smart Suburbs

business for the future, particularly in a time of regulatory - air conditioning load control trial

changes and changing community expectations regarding

Last year we rolled out the second phase of the Cool

energy needs.

Change Energy Smart Suburbs air conditioning direct load

A number of external influences stemming from technology trial.

advancements and environmental issues are driving us

Cool Change is a voluntary trial that involves ‘cycling’

towards building a smarter, more adaptive and connective

of air conditioners – that is, managing the compressor

network for the future. These influences include the

load remotely for short periods of time while the fan

introduction of controllable devices on the network, smart

continues to circulate – and aims to investigate how this

meter technology, the increasing emergence of distributed

technology might reduce residential peak demand on the

generation and a need to reduce peak demand to optimise

network without impacting on customer comfort levels.

network utilisation and reduce future infrastructure

The second year of the trial received a strong response

requirements.

from customers in the trial region of selected suburbs in

We have developed a Network Vision Outlook to 2025. Brisbane’s northside. Around 2,000 customers are now

The vision aims to achieve a future ‘participative’ network participating in the trial, making it the largest trial of its kind

which delivers the most commercial outcome for the in Australia.

business while meeting increasing customer, community

Peak demand for electricity occurs on a few hours of a few

and environmental requirements. The drivers for the

hot days a year. Graph 5 shows a 20 per cent reduction in

network vision are predominantly technology, social values

peak use by customers trialling the technology.

and environmental sustainability.

The trial aims to measure customer response to the

technology over a period of three summers.



The Cool Change Energy Smart Suburbs trial is a

significant step towards our vision of a smarter, more

sustainable network by 2025.





Graph 5

Cool Change electricity savings

8

Cycling air conditioners

7 Electricity demand - 9 Feb 09 (max 36.1c)

Electricity demand - 13 Feb 09 (max 23.5c)

6 Peak demand reduction of 20%

Predicted demand without cycling

5



4



3



2



1



0

2:00 AM 6:00 AM 12:00 PM 6:00 PM





ENERGEX Annual Report 2008-2009 51

Smart meter trials: participation in the

national smart metering program

Smart meters will form a key part of an ‘intelligent’ digital

power grid that will help customers manage energy

consumption, regulate the two-way flow of power and

improve fault detection on the network.



Last year we established a joint working group with Ergon

Energy to develop an integrated suite of smart meter pilots

and trials that will enable an informed decision on the roll

out of smart meters in Queensland. These activities are

being undertaken in parallel to the National Smart Meter

Program.



This technology will ultimately make energy consumption

information available in a greater level of detail than has

been possible previously to customers and the electricity

distributor. This will enable us to monitor and manage

power usage at all points on the system, and provide

customers with up-to-date information on their energy

consumption habits, allowing them to manage their

consumption to the times of day when energy is cheaper.



The pilots and trials will include a variety of technologies

and communications methods to ensure geographical

coverage as well as integration with other smart grid

initiatives. The project will enable a detailed assessment of

costs and benefits of a smart meter rollout for Queensland.









Our customers’ energy needs and choices

impact the development of our electricity

network.









52 ENERGEX Annual Report 2008-2009