| CATEGORY |
KEY RISKS / CHALLENGES |
APPROACH |
TARGETS |
PROGRESS |
| Economic |
Unable to meet future demand for electricity
Shareholder value growth |
Develop a pipeline of opportunities for new investment |
Costs benchmarked at below industry average
|
•
|
| Maintain strong focus on efficiency of operation |
New projects all economically viable |
•
|
| Invest in economic growth projects |
New projects completed on time and to budget |
•
|
| Focus on long term sustainable pricing |
Prices set at levels so
customer base maintained
with minimal churn |
~ |
| Environmental |
Need to minimise environmental impact of generation schemes |
Work closely with special interest groups and the local community to minimise impact of new generation |
Zero significant resource consent breaches |
•
|
| Comply with resource consents |
| Overall impact on carbon emissions |
Reduce carbon footprint |
Year on year reduction in carbon emissions per customer |
•
|
| Our people |
Need to retain and develop a team to produce ongoing performance |
Extensive training and development programme
Succession planning and internal promotion |
75% of management roles filled by internal promotion |
• |
| Continuous improvement in staff survey results |
~ |
| |
Staff survey exceeds international benchmark |
•
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| Community |
Relationships with, and an understanding of, local communities is required to operate effectively |
Community engagement including sponsorship and community awards
Consultation around resource issues |
Maintain a strong corporate profile in all areas in which we operate and build relationships within those communities |
•
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| No resource consents turned down due to lack of consultation |
•
|
| Customer |
Dissatisfied customers prevent sustainable economic performance |
Competitive pricing |
Net customer churn <2%
|
x |
| Excellent customer service |
| Information and advice |
>90% satisfaction in survey |
•
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