Our Mission
We aim to exceed our customers' expectations in all aspects of our operations while providing our shareholder (the Marlborough Electric Power Trust) with a commercial return. As a company we set ourselves the following goals:
OUR GOALS.. |
AND HOW WE'RE TRACKING |
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|---|---|---|
| DEVELOP AND MAINTAIN THE REGION'S ELECTRICITY NETWORK | This year we budgeted to undertake capital expenditure at record levels. Construction totalling $10.576m was completed, although this fell short of the target of $14.410m. A significant portion of the unspent budget will be carried over into next year's projections ($15.190m). The main reason for the spend shortfall was a delay in sourcing new steel poles for a tower replacement project, and the delivery of switchgear in a damaged condition. | |
| OPERATE A SUCCESSFUL BUSINESS | Profit results for the year and the increased level of customer discounts paid to electricity customers in the Marlborough Lines region reflect a very successful year. | |
| RESPOND TO CUSTOMER DEMAND | The Company continues to meet increasing power demand, particularly in relation to grape processing. Our Case Study – Meeting Wine Industry Demand details our response to requests to supply new wine processing plants in rural areas that were previously sheep farms. | |
| MEET COMMERCIAL AND PRODUCTIVITY TARGETS | Total electricity through the network was at the same level as the previous year but less than the target due to a government sponsored conservation campaign in the winter of 2008. This campaign was in response to extremely low levels of storage in the southern hydro lakes. | |
| FULFIL MARKET REQUIREMENTS IN TERMS OF QUALITY AND PRICE | We survey customers annually to better understand market requirements. For comparison we have tracked responses over a nine year period. The graph in the Chairman's Report shows how different aspects of the business are performing against our customers' expectations. | |
| BE A GOOD EMPLOYER | This year we looked at employment statistics over a longer period in order to identify any apparent patternsin relation to the proportion of time taken up on sick leave, accident leave and similar. The Government has legislated that annual leave entitlements be increased by one week per year across the board. Independently, we are looking at increasing a number of other benefits to the staff. | |
| USE LEGISLATIVE POWERS FAIRLY | Part of the Directors' responsibility is to ensure regular risk management and legal compliance reporting. During the year in review the Company reported no cases of customer disputes reaching deadlock within the Electricity and Gas Complaints Authority arena. (See Company Code of Conduct.) | |
| ENSURE AND PROMOTE ELECTRICAL SAFETY | Occupational safety and health continues to be a prime focus within our business and with a steadily increasing workforce the challenge is to achieve zero accidents. The Parent company continues to provide a free customer advisory service in relation to the safe and efficient use of electricity. The Company also has a wider responsibility within the community to ensure that customers and contractors are aware of safety requirements for working near or under live power lines. | |
| MINIMISE OUR ENVIRONMENTAL IMPACT | Sustainability is a word we use in relation to the ongoing future of our entire business. Having said that, most people think of sustainability in relation to environmental impacts. We have a long list of environmental objectives and this year we feature our Case Study – Timber Supply about the prospect of producing cross-arm timber locally on a sustainable and environmentally friendly basis. | |
| USE ENERGY AS EFFICIENTLY AS POSSIBLE | Many in the community look to us to provide an example in relation to energy efficiency. The Company's consumption of all forms of energy remains constantly under review. Loss minimisation is an important aspect of network design. | |