power people - TransGrid

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driVinG cHanGe THrouGH innoVaTion TransGrid is committed to working smarter and achieving operational excellence in all facets of our business. We have worked hard towards managing expenditure in a global environment of rising input costs. Above leFt (left to right) Steve Varelis, Senior Technology Analyst, Greta Metz, Information Communications Technology Project Manager, Barry Gifford, Senior Information Communications Technology Project Manager, and Natalie Lukic, Information Technology Asset Management Coordinator. 30 drivinG CHAnGe tHrouGH innovAtion > TransGrid annual reporT 2009
enHAnCinG orGAnisAtionAl eFFiCienCies TransGrid has worked hard towards managing expenditure in a global environment of rising input costs. This has been achieved through implementing efficient business strategies, benchmarking our performance against other Transmission network service providers (Tnsps) and implementing a range of improvements to optimise our processes. This has resulted in TransGrid exceeding the service standards set by the aer and achieving operating expenditure outcomes better than the targets set. cost reduction efforts have included the introduction of process improvements. initiatives put in place to achieve these efficiencies include a review of the control room shift arrangements, leading to a reduction in costs, centralisation of support functions and rationalisation of the information technology outsourcing arrangements. TransGrid is expecting a 24 percent increase in its maintainable asset base over the 2009 to 2014 regulatory period. The costs associated with these new assets, including substantial maintenance costs, will not be able to be fully absorbed through efficiency improvements as they were in the previous regulatory period. However, TransGrid is confident that it will achieve a targeted level of operating expenditure equivalent to best practise among other Tnsps in australia over the next five years. benchmarking with other organisations indicates that our performance will be among the best in the world. below New TransGrid Control Room enHAnCinG CAPitAl ProjeCt delivery TransGrid’s regulated capital works program for the 2009 to 2014 regulatory period will be $2.4 billion, which represents almost a doubling of the capital works program from the 2004 to 2009 regulatory period. in addition, the mix of projects making up the 2009 to 2014 capital program has changed. To this end, TransGrid has introduced improved processes to ensure that the capital program comes to fruition in the most efficient manner. TransGrid has continued with the implementation of its capital expenditure governance framework, which includes; > clearly defined decision gates for all projects and formation of an executivelevel capital Works steering committee. > establishment of a design and construct project delivery model. > strategies to address resource shortages including initiatives to increase internal resources; an increase in the use of external resources in project design and specialist services; and the use of design and construct project contracting. in 2008/09, a capital program delivery improvement committee was established to implement improvements in delivering the increased capital program on a sustainable basis. Three improvement initiatives were selected for immediate actioning and included: > The adoption of a single TransGridwide capital program planning and resourcing Tool. > The identification of the resourcing requirements across TransGrid to deliver the capital program out to 2014 on a sustainable basis. > The implementation of improved strategies for the delivery of the growing technical services and secondary systems works program through to 2014 and beyond. benCHmArkinG our reliAbility TransGrid’s high level of network reliability performance has been sustained over many years. TransGrid regularly participates in benchmarking exercises in order to drive improvements to the business. as a result of this, TransGrid has been identified as a leading performer internationally on both service and cost measures. The most recent benchmarking study, iToMs 2007, confirms this performance with TransGrid well positioned in the “best performer” quartile (lower than average cost and above average reliability). comparison with the average result for the asia pacific region shows TransGrid’s network performance is above the regional average, with costs substantially lower than average. TransGrid’s reliability and availability is achieved as a result of good planning and appropriate maintenance practices. TransGrid has a policy of achieving better than 95 percent of the programmed maintenance in the financial year in which it falls due, with any outstanding maintenance completed in the first three months of the next period. TransGrid annual reporT 2009 > drivinG CHAnGe tHrouGH innovAtion 31
Page 1 and 2: power people TransGrid annual repor
Page 3 and 4: conTenTs 2 About trAnsGrid 8 HiGHli
Page 5 and 6: GenerAtinG sourCes TransGrid’s ne
Page 7 and 8: 65 connecTion poinTs To GeneraTors
Page 9 and 10: our direction our vision To be reco
Page 11 and 12: delivered more tHAn 60 Major capiTa
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Page 15 and 16: TransGrid’s focus on health and s
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Page 19 and 20: capacity upgrades to most other par
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Page 35 and 36: MakinG enVironMenT and coMMuniTy a
Page 37 and 38: our Live Green reuse recycLe What i
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Page 43 and 44: TransGrid’s strategies are aimed
Page 45 and 46: TransGrid’s goal is zero injuries
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Page 53 and 54: The Women@TransGrid program aims to
Page 55 and 56: corporaTe GoVernance leAdinG resPon
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Page 59 and 60: mr tony meeHAn b.Comm CPA Chief Fin
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Page 65 and 66: oPPosite (left to right) Garrie Chu
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Page 73 and 74: 2008/09 financials Contents 73 inCo
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(ii) Rendering of services revenue
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3. Income 2009 2008 $’000 $’000
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(f) percentage invested in each ass
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(iii) Reconciliation of income tax
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(b) Reconciliations of the carrying
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(b) Reconciliations of the carrying
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The following table shows a breakdo
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22. RetaIned eaRnIngS 2009 2008 $
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(e) Reconciliation of profit after
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Sensitivity analysis TransGrid empl
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Statement By memBeRS of the BoaRd T
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Independent audItoR’S RepoRt cont
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Index continued J Judicial decision
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gloSSaRy continued lTi lost time in
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transgrid contact details Sydney 20
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