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6 Becoming a leader in safety was targeted as the first of our top six objectives in 2004-2005. We are pleased to report a reduction in the severity of injuries, with our average time lost reducing and workers compensation claims costs falling. Safety scorecard Our Lost Time Injury Frequency Rate (LTIFR) of 11.0 (per million hours worked) is down from 11.5 last year. The Average Time Lost (ATL) is also down, from 11.2 to 10.0, while the Injury Severity Index (ISI) dropped from 128.6 to 109.7. There were 70 lost time injuries during the year, a slight increase on the 69 lost time injuries last year. Improvements during the year, together with new safety initiatives, plans and projects implemented in mid to late 2004-2005, will reflect significant progress in the 2005-2006 reporting period. Period July 2004 June 2005 June 2006 Target Safety statistics – the year in review LTIFR 11.5 11.0 5.0 ISI 128.6 109.7 50 ATL 11.2 10.0 10.0 Future goals – continued reduction in LTIFR to less than five, and reduce Injury Severity Index to less than 50. Honour roll Five employee groups demonstrated exemplary safety standards by maintaining an untarnished safety record for more than 10 years. A further 38 groups have not recorded a lost time injury (LTI) for between eight and 10 years. YEARS WITHOUT SITE LTI DAYS WITHOUT LTI 15 Walcha Field Service Centre 5,472 13 Walgett Field Service Centre 4,857 13 Bingara Field Service Centre 4,748 13 Warialda Field Service Centre 4,748 11 Woodburn Field Service Centre 4,268 Improvement plan Following last year’s full review of safety systems, processes, practices and culture by internationally renowned safety experts, DuPont, a new safety improvement plan was created to make safety planning more visible across the whole organisation. It outlines key focus areas for the next two years and contains detailed plans of all major corporate safety initiatives designed in consultation with employees, supervisors, the executive and the Board. Each initiative was developed to help achieve overall safety objectives and targets and has an assigned ‘champion’ from the safety team to ensure its successful implementation. Other important elements of the plan include regional safety plans, a public safety plan and a comprehensive internal safety audit schedule. Future goals – implement specific safety procedure training to ensure understanding of the purpose of policies and procedures. Promote safety culture by making employees personally responsible for their safety and their team’s safety – reflected in organisational health survey results and safety statistics. Regional safety plans Project schedules have been developed by regional safety coordinators detailing measures to improve health and safety within their region. These regional plans form a key component of our overall safety planning and are developed in consultation with regional management teams, the safety team and all employees within each region. COUNTRY ENERGY ANNUAL REPORT 2004–2005
Detailed audit schedules have been developed to ensure all locations throughout the business are covered, and any potential safety hazards are identified and eliminated or minimised. Regular audits, coupled with corporate and regional safety initiatives, will ensure our goal of being a leader in safety. New team structure Our safety team has been restructured to form a dynamic team of multi-skilled people totally committed to creating a safer workplace. Chief Safety Officer Mark Mulligan was appointed to lift the profile of safety and deliver on our commitment to becoming Australia’s safest utility. Other changes focussed on the key areas of public safety, safety policy, audit and investigation and health services. New roles include Manager Public Safety, Manager Safety Policy Audit and Investigation, Manager Health Services and a dedicated project manager to assist with planning and performance and oversee the implementation of the new safety improvement plan. Another important development was the appointment of Regional Safety Coordinators (RSCs), to drive local safety improvements, ensure decisions are made quickly and efficiently and assist employees with safety related issues. Consultative committee reform The restructure of our safety committees has helped to provide a renewed focus on, and sense of ownership for, health and safety within the company. The reforms have been well received and feedback and participation has been very positive. The foundation of the committee structure is our Health and Safety Regional Improvement Groups (HASRIG), which are regionally-based groups that discuss local solutions and initiatives and focus on effective outcomes and resolutions. Any unresolved issues, topics of interest or regional actions are shared by the HASRIG chair people at Occupational Health and Safety Corporate Committee (OHSCC) meetings. This committee helps provide consistency and momentum to the HASRIGs and is chaired by an elected member of the HASRIG and atended by the Chief Safety Officer and other selected members of the Peak Health and Safety Steering Group (PHSSG). The PHSSG is chaired by the managing director and provides strategic direction to all committees. It is able to approve any proposed actions (requiring joint executive approval), review safety improvement plans and align policies with decisions resulting from HASRIG or OHSCC actions. Managing incidents and improvements All safety incidents and injuries are reported on a Works Improvement Notice (WIN) system, which has proven an effective tool in managing safety, environmental and network incidents, improvements and suggestions. The system was enhanced this year to link with our workers’ compensation system, ensuring more accurate reporting and investigation of incidents. The fact that employees are comfortable in reporting safety related matters is demonstrated by the fact that there were 837 safety related WINs raised (193 incidents, 644 injuries) during 2004-2005. This was an increase on the 829 (188 incidents, 641 injuries) raised in 2003-2004. An incident investigation procedure was also developed to provide guidelines for investigating the root cause and contributing factors of safety incidents so subsequent corrective and preventative action can be taken. The procedure has already proved effective, identifying several corrective and preventative measures to assist in managing risks, and avoiding future safety incidents. Motor vehicle safety To reduce the number of motor vehicle accidents, several recommendations have been devised by an assigned team, which includes members of both the fleet and safety teams. Safety accessories, such as cargo barriers, reversing alarms, safety steps, first aid kits, fire extinguishers and night driving lights for ‘on call’ vehicles are being placed on new fleet and there is a strong focus on eliminating ‘at risk’ driving behaviours. An updated driver’s handbook has also been distributed, with changes including a new vehicle inspection checklist and information on what to do in a roadside breakdown, how to identify and avoid driver fatigue, tips for different driving conditions and driving and parking hazards. Future goals – 25 per cent reduction in motor vehicle accidents and deliver education campaign for all employees in 2005-2006. 7 COUNTRY ENERGY ANNUAL REPORT 2004–2005
Page 1 and 2: Becoming Australia’s leading util
Page 3 and 4: Priorities in 2004-2005 Country Ene
Page 5: A leader in safety 5 COUNTRY ENERGY
Page 9 and 10: Workers compensation In addition to
Page 11 and 12: A successful national retailer 11 C
Page 13 and 14: Looking inside We recognise that ou
Page 15 and 16: This resulted in the campuses reduc
Page 17 and 18: The best network manager 17 COUNTRY
Page 19 and 20: The table below highlights some exa
Page 21 and 22: • Large snowfalls in the Snowy Mo
Page 23 and 24: Vegetation management The managemen
Page 25 and 26: Information services In addition to
Page 27 and 28: A responsible environmental manager
Page 29 and 30: One of the most rewarding aspects o
Page 31 and 32: Our increasing involvement in proje
Page 33 and 34: Waste management A code of practice
Page 35 and 36: A valued part of the community 35 C
Page 37 and 38: Increased presence Our program of r
Page 39 and 40: Nu 1000 0 2002-2003 2003-2004 2004-
Page 41 and 42: Sponsorship spend $82,424 $125,000
Page 43 and 44: An employer of choice 43 COUNTRY EN
Page 45 and 46: Apprentices by region / operational
Page 47 and 48: Employees also initiated a fundrais
Page 49 and 50: Employee assistance program Country
Page 51 and 52: Our Executive Craig Murray - Managi
Page 53 and 54: Director Current appointment Board
Page 55 and 56: Risk management Country Energy appr
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Executive remuneration At the end o
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Consultants A total of $1.3 million
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• Electricity Industry Act 2000 N
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Financial statements contents Indep
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Statement by Members of the Board 6
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Statement of Financial Position as
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Notes to the Financial Statements f
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Customer information The following
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Index A Achievements inside cover A
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