| Vision and Strategy |
| 1.1 – Statement of the organisation’s vision and strategy regarding its contribution to sustainable development |
Refer to section in report 'Our Approach' here. |
| 1.2 – Statement from the CEO describing key elements of the report |
Refer to A Message from the Chairman and Managing Director here. |
| Profile |
| 2.1 – Name of the reporting organisation |
City West Water Limited |
| 2.2 – Major products and/or services |
Drinking water, sewerage, trade waste and recycled water services |
| 2.3 – Operational structure of the organisation |
The Executive Management Committee (EMC) consists of the Managing Director and the General Managers of each business department. The EMC is responsible for the operational management of the business and service delivery to customers. |
| 2.4 – Description of major divisions, operating companies, subsidiaries and joint ventures |
The business comprises six departments, each lead by a General Manager. We have no partly or fully owned subsidiaries, and no joint ventures. We have maintained our alliance agreement with Programmed Maintenance Services Limited (trading as 'Increaser') for the provision of civil, mechanical and electrical maintenance services. |
| 2.5 – Countries in which the organisation’s operations are located |
Melbourne Central Business District and inner and western suburbs - Victoria, Australia. |
| 2.6 – Nature of ownership; legal form |
Geographic monopoly. |
| 2.8 – Scale of the reporting organisation |
The scale of our organisation is outlined in this year's report under City West Water Profile. All sales occur within our geographically defined service area. |
| 2.9 – List of stakeholders, key attributes of each, and relationship to reporting organisation |
Refer to table in 'Our Customers and Community' here. |
| Report Scope |
| 2.10 – Contact person for the report, including email and web addresses |
Clare Abbott, Communication Services email: enquiries@citywestwater.com.au phone: 613 9313 8634 |
| 2.11 – Reporting period for information provided |
1 July 2005 to 30 June 2006 (with selected information up-to-date at time of publication) |
| 2.12 – Date of most recent previous report |
September 2005 |
| 2.13 – Boundaries of report (countries/regions, divisions/facilities/joint ventures/subsidiaries) and any specific limitations on the scope |
This report covers operations in our geographic service area which covers Melbourne's Central Business District and inner and western suburbs |
| 2.14 – Significant changes in size, structure, ownership, or products/services that have occurred since the previous report |
There have been no significant changes in size, ownership, or products/services that have occurred since the previous report. |
| 2.15 – Basis for reporting on joint ventures, partially owned subsidiaries, leased facilities, outsourced operations, and other situations that can significantly affect comparability from period to period and or between reporting operations |
We have no partly or fully-owned subsidiaries. There have been no significant changes to our outsourcing operations since our last report which will significantly affect comparability with other reporting organisations. |
| 2.16 – Explanation of the nature and effect of any restatements of information provided in earlier reports and the reason for such restatements |
Notes are provided to explain any restatements of information provided in earlier reports. |
| Report Profile |
| 2.17 – Decisions not to apply GRI principles or protocols in the preparation of the report |
We have prepared this report in accordance with the Global Reporting Initiative 2002 Sustainability Reporting Guidelines. |
| 2.18 – Criteria/definitions used in any accounting for economic, environmental, and social costs and benefits |
Notes are provided to explain criteria and definitions used in any accounting for economic, environmental, and social costs and benefits. |
| 2.19 – Significant changes from previous years in the measurement methods applied to key economic, environmental and social information |
Notes are provided to explain significant changes from previous years in the measurement methods applied to key economic, environmental and social information. |
| 2.20 – Policies and internal practices to enhance and provide assurance about the accuracy, completeness and reliability that can be placed on the sustainability report |
We operate certified environmental, occupational health and safety, quality and water quality management systems and are subject to a range of external audits. |
| 2.21 – Policy and current practice with regard to providing independent assurance for the full report |
This report has been independently verified by URS Corporation. |
| 2.22 Means by which report users can obtain additional information and reports about economic, environmental and social aspects of the organisation’s activities, including facility-specific information |
A CD-Rom is provided within the summary report, www.citywestwater.com.au, or call 61 3 9313 8422. |
| Structure and Governance |
| 3.1 – Governance structure of the organisation, including major committees under the Board of Directors that are responsible for setting strategy and oversight of the organisation |
As of 30 June 2006, our Board comprises six non-executive directors and the Managing Director. They are responsible for setting and overseeing the strategies, policies and objectives of our business. The Board has four committees (audit, environmental audit, occupational health & safety audit and executive remuneration), which meet regularly and whose charters are regularly reviewed (for more information about our Board click here). |
| 3.2 – Percentage of the Board of Directors that are independent, non-executive directors, state how the Board determines independence |
As at 30 June, 2006, our Board comprises six non-executive directors and the Managing Director, our only executive director. We define a non-executive (or independent) director as a person who is not in a management position or an owner of the company. |
| 3.3 – Process for determining the expertise Board members need to guide the strategic direction of the organisation, including issues related to environmental and social risks and opportunities |
Our shareholder, the Victorian Government appoints Board members after a selection process conducted jointly by the Department of Treasury and Finance and the Department of Sustainability & Environment. All appointments require endorsement from Cabinet before the appointment is formally made. |
| 3.4 – Board level processes for overseeing the organisation’s identification and management of economic, environmental and social risks and opportunities |
The Board generally meets monthly, receives regular briefing sessions, undertakes strategic planning workshops and makes site visits. It has three committees, which meet quarterly and also an Executive Remuneration Committee, which meets on an as-needed basis. |
| 3.5 – Linkage between executive compensation and achievement of the organisation’s financial and non-financial goals |
See Executive Remuneration Committee here. |
| 3.6 Organisational structure and key individuals responsible for oversight, implementation and audit of economic, environmental, social and related policies. |
The three Audit Committees of the Board (Audit, OH&S and Environmental) support the Board in meeting its responsibility for the oversight, implementation and audit of the company's policies. |
| 3.7 – Mission and values statements, internally developed codes of conduct or principles and policies relevant to economic, environmental and social performance and status of implementation |
Our mission, vision and values is detailed in here. |
| 3.8 – Mechanisms for shareholders to provide recommendations or direction to Board of Directors |
We review our corporate plan yearly, to help us plan and develop priorities and targets. The Department of Sustainability and Environment and the Department of Treasury and Finance provide input into our corporate plan, to ensure we meet their needs and targets, and reflect their policies. |
| Stakeholder Engagement |
| 3.9 – Basis for identification and selection of major stakeholders |
While we do not have documented processes for identifying and selecting our stakeholders, our ownership and licence conditions require us to engage with our stakeholders, and government policy also directs our stakeholder selection and engagement process. |
| 3.10 – Approaches to stakeholder consultation reported in terms of frequency of consultations by type and by stakeholder group |
We aim to meet regularly with key stakeholders. We have quarterly discussions with the Department of Treasury and Finance, meet often in a variety of forums with the Department of Sustainability and Environment, conduct monthly management meetings with our field services contractors (PMS and AMRS), and conduct quarterly or more frequent meetings with our Customer and Community Engagement Committee, Customer Liaison Committee and Altona Treatment Plant Customer Liaison Committee. In addition, we undertake bi-monthly employee ‘canteen catch-ups’, and our managers conduct regular staff meetings. |
| 3.11 – Type of information generated by stakeholder consultations |
Refer to table of our stakeholders here. |
| 3.12 – Use of information resulting from stakeholder engagement |
No formal processes exist for managing the outcomes of stakeholder feedback, but responsible business sections follow up on actions from meetings. We undertook extensive stakeholder consultation during the preparation of this report, to enable us to better meet the needs of our readers. |
| Overarching Policies and Management Systems |
| 3.13 – Explanation of whether and how the precautionary approach or principle is addressed by the organisation |
We have responded to the application of the precautionary principle through the development and implementation of our risk management strategy. This strategy takes into account the triple bottom line consequences of identified risks. Click here for more information on our risk management strategy. |
| 3.14 – Externally developed, voluntary economic, environmental and social charters, sets of principles or other initiatives to which the organisation subscribes or which it endorses |
This report has been prepared in accordance with the Global Reporting Initiative Sustainability Reporting Guidelines and applies the principles of materiality, completeness and responsiveness embodied by the AA1000 Assurance Standard. We maintain accredited environmental, quality, and Occupational Health and Safety management systems. |
| 3.15 – Principal memberships in industry and business associations and/or national/international advocacy organisations |
Click here to view our association memberships. |
| 3.16 – Policies and/or systems for managing upstream and downstream impacts |
Our procurement policy requires a consideration of sustainability in all purchasing decisions, and we follow procedures to ensure we consider and respond to the upstream and downstream impacts of our business where practicable. In 2005 we joined "Eco Buy" to enhance our ability to engage in green purchasing. |
| 3.17 – Reporting organisation’s approach to managing indirect economic, environmental and social impacts resulting from its activities |
We report on our impacts through our Community Liaison Committee and Customer and Community Engagement Committee. This sustainability report includes a quantification of a range of indirect impacts such as greenhouse gas emissions from electricity use which can be viewed here. |
| 3.18 – Major decisions during the reporting period regarding the location of or changes in operation |
No major decisions during the reporting period. The company is currently completing a detailed review of its options for alternative accommodation that is aligned with the company's sustainability objectives. |
| 3.19 – Programs and procedures pertaining to economic, environmental and social performance |
Our Board of Directors establishes policy and monitors and directs our social, environmental and economic performance. The Executive Management Committee, lead by the Managing Director, is responsible for the operational management of the business. We operate our business according to policies and procedures that ensure we meet regulatory requirements, maintain high service standards and protect our staff, the community and the environment. |
| 3.20 – Status of certification pertaining to economic, environmental and social management systems |
We have established the following accredited management systems: Environmental Management System—ISO14001, Quality Management System—ISO9001, Water Quality Management System— HACCCP, Occupational Health and Safety Management System—AS/NZS4801. Our maintenance contractor, Increaser has the following accredited management systems: Environmental Management System—ISO14001, Quality Management System—ISO9001, Occupational Health and Safety Management System—AS/NZS4801 |
