XX xx

Xx
Corporate Social
Responsibility Report
Introduction
Corporate Social Responsibility Report March 2009 I 01
But of course theres much more to say. For a start,
the simple ability to fill a glass with clean water cannot
be taken for granted in any society. Nor can the ability
to safely flush a toilet, or drain a sink. These basic
services are built on careful planning and investment
over many years. Because many generations of
Aucklanders have been willing to commit to these
things, each year Metrowater is able to:
Deliver 4 6illion lirres ol high quoliry worer
ro over 440,000 consumers
Tronsporr over 50 6illion lirres ol wosreworer
for treatment
Monoge 4,000|m ol pipes ond 88 pump srorions
Monoge invesrmenr in essenriol ossers ol over
$50 million
Respond ro over 150,000 cusromer queries
ond requesrs
These are the nuts and bolts of our services to
you. This document, however, is concerned not
simply with what this business does, but how our
activities impact on the community, and the steps
we are taking to ensure those impacts are positive.
We have statutory obligations under the Local
Government Act 2002 which say we must:
Be o good employer
Exhi6ir o sense ol sociol ond environmenrol
responsibility with regard to the interests
of the community in which we operate
Conducr our olloirs in occordonce wirh
sound business practice
ON THE FACE OF IT OURS IS A SIMPLE BUSINESS.
WE DELIVER CLEAN WATER TO CUSTOMERS AND
SAFELY REMOVE WASTEWATER. THATS IT.
We deliver 46 billion litres
ol high quoliry water to over
440,000
consumers
A simple business
Corporate Social Responsibility Report March 2009 I 02
We also recognise
that the job is
never complete.
In addition, the issues that you have told
us are important to you include:
Ensuring oll our cusromers hove loir occess ro
our services, regardless of their circumstances
Assisring cusromers in minimising rheir worer 6ills
Minimising our impocr on rhe environmenr
Ensuring we invesr sullicienrly in moinrenonce
and upgrades so that future generations do
not carry an unfair burden in this regard
These things matter to us and this document
outlines our activities and achievements in
relation to them. Some of the achievements
we are most proud of include:
Keeping overoge 6ills well wirhin rhe ogreed
affordability targets
Floying our porr in |eeping worer prices
affordable by keeping cost increases
to less than inflation
Reducing worer leo|s ond rhe rime
taken to repair them
Reducing rhe volume ol pollured worer
entering our waterways
Shilring our heolrh ond solery culrure so
that we learn from every potential incident
and avoid incidents becoming accidents
mproving how we wor| wirh suppliers
and partner companies so that our focus
on improving customer service performance
and public safety is shared
Being nomed rhe mosr improved wor|ploce
(medium/large category) in the nationwide
Besr Floces ro Wor| survey
1

Being recognised 6y rhe nsrirurion ol
Frolessionol Engineers New Zeolond (FENZ)
os o Frolessionol Developmenr Forrner lor
the support and development opportunities
we provide our engineering staff
We also recognise that the job is never
complete. We have set ourselves ambitious
goals for the future, in some cases building
on work already done, and in other cases
launching entirely new initiatives. We outline
these in the section titled Future.
When a business reports on its achievements,
its easy to forget that it took committed
people to create and deliver on those things.
Metrowater regularly calls on its employees
to take on bigger and bolder challenges in
service of our customers and they consistently
meet the challenge. Without them this report would
not be possible, and I want to personally thank and
acknowledge them.
I invite you to read this document as a
report on work undertaken on behalf
of the people of Auckland City.
Regards
Jim Bentley, Chiel Execurive
Introduction
A simple business
1
John Robertson and Associates www.jra.co.nz
OUR COMMUNITY
Metrowater services approximately 142,000 homes and
businesses across Auckland City, directly reaching 440,000 people.
We are mindful of the potential impact of our actions and are
committed to making a positive contribution to the community.
Secrion 1
Our community
Corporate Social Responsibility Report March 2009 I 03
Serving Customers
We conduct regular surveys with a wide cross
section of customers to ensure we understand
how they experience Metrowater. We use that
knowledge to improve our delivery in the areas
that matter to customers. For example, we know
that many of our customers want good information
on how to reduce their water consumption.
Consequenrly, we hove increosed rhe omounr ol
worer-wise inlormorion we provide in our quorrerly
customer newsletter watermatters and on our web
site and we will continue to provide this information
as well as develop more educational materials for
consumers. This includes a water conservation
programme for schools that we started in
Decem6er 2008. For lorge users, we ore wor|ing
with three organisations including a local high
school to trial a water conservation audit service
that monitors water use and highlights areas to
target in regard to excessive use or leakage.
Research also tells us that customers expect
Metrowater to operate efficiently and keep
price increases to a minimum. Were pleased
ro reporr rhor in 2007/8 Merroworer |epr rhe
increase in operating costs to just 0.7% (well
below inflation) while improving customer service
and bringing leakage down. In the first half of
rhe 2008/ yeor, cosrs were 6elow rhose ol rhe
first half of the previous year. A significant factor
in this result has been efficiency improvements
in costs of important maintenance tasks, such as:
Replocing o domesric merer: overoge cosr
down 6y 13%
Repoiring leo|s or cusromer connecrions: overoge
cosr down 6y 14%
Replocing o merer 6ox: overoge cosr down
by 22%
Responding ro pump srorion ond sroroge
olorms: overoge cosr down 6y 8%
WHAT WERE DOING
Secrion 1
Since Jon 2008
the average duration of
water supply
interruptions has been
reduced by 20%.
Our community
Corporate Social Responsibility Report March 2009 I 04
Secrion 1
Communicating with our customers also helps
us understand what is important to them and what
level of service they expect. To ensure we learn
from all those who want to communicate with us
we operate an interpretation service for those who
speo| English os o second longuoge ond o rype-rol|
service for those with a hearing disability.
We are improving the way we handle customer
complaints to make the process easier for
customers and to enable us to learn from our
mistakes. These improvements were identified
os o resulr ol inviring rhe Energy ond Worer
Ombudsman of Victoria, Australia to review
our complaints processes.
"n lore 2008, Merroworer soughr
ossisronce lrom rhe Energy ond
Water Ombudsman (Victoria) to
carry out an audit of its current
complaints handling capabilities
and training of its customer
facing staff. By taking these steps
Metrowater has shown that it is
serious about aiming for the most
effective customer service it
can provide.
Fiona McLeod - Energy and
Water Ombudsman (Victoria)
Our community
Corporate Social Responsibility Report March 2009 I 05

Fresh thinking for better service
In July 2007 Metrowater entered a new agreement
with our major supplier of network maintenance
services. The agreement contains incentives for
good cost control and customer service. This has
enabled us to achieve better service performance
while keeping costs under control.
Through better use of technology and smarter
thinking, we have reduced the rate of service
disruptions and reduced our response and
repair times when service disruptions do occur.
A great example of working smarter with
technology is our use of air scouring for water
main cleaning in place of traditional water flushing.
As a result, we are achieving our maintenance
programme targets with lower water losses and
fewer disruptions to customers. Another innovation
is the use of pipe clamps to allow live repairs on
fully functioning water mains, rather than shutting
down water mains while we work. By doing this,
not only have we have reduced inconvenience to
customers but also decreased the discoloration of
water which can happen after an interruption.
The result has been a year on year reduction
in worer quoliry comploinrs wirh o 51% decreose
6erween July 2005 ond June 2008.
Secrion 1
Our community
Average duration of unplanned water interruptions
2.0
2.2
2.4
2.6
2.8
2007/08 2006/07 2005/06
H
o
u
r
s
Water quality complaints/1000 properties/month
0
1
2
3
4
5
6
7
2007/08 2006/07 2005/06
Water quality complaints/1000 properties/month Water quality complaints/1000 properties/month
0
1
2
3
4
5
6
7
2007/08 2006/07 2005/06
Corporate Social Responsibility Report March 2009 I 06
Engaging with the community
We often undertake initiatives to improve
Aucklanders wider environment. For example,
the Meola Creek catchment has suffered for some
time from flooding and polluted water from the
combined stormwater and wastewater network.
Although we are working with Watercare Services
and Auckland City Council to find the right long
term solution, a short term solution was needed so
that people could safely use this popular, but flood
prone, recreational area. To achieve this, Metrowater
in conjunction with Watercare Services and Auckland
City Council, built a raised boardwalk by Meola
Cree|. Feople, porriculorly children lrom rhe
neighbouring school, can now use the area safely.
One of our values is Growth, and this means
we provide opportunities for staff to raise their
awareness of organisations that work to benefit
the community. At our monthly Feedback events,
our employees invite a charity such as Red Cross,
RAK (Rondom Acrs ol Kindness Foundorion) or rhe
Cancer Society to make a presentation to staff,
after which they are presented with any voluntary
donations or monies raised.
When 6usiness equipmenr 6ecomes o6solere, ir
is auctioned off to staff with the proceeds going
to charity. Last year our IT team rebuilt a stack of
o6solere FCs ond donored 12 ro Awhiru School,
ond 10 ro rouo School. More re|uvenored FCs
will go this year to Waiuku College.
Secrion 1
Our community
Corporate Social Responsibility Report March 2009 I 07
Secrion 1
Our community I CASE STUDY
CASE STUDY
Getting into the customers world
Despire oll rhe wor| Merroworer does ro ensure
water is affordable, we acknowledge that some
Metrowater customers struggle to pay their bill.
n 2001, Merroworer esro6lished rhe Merroworer
Community Trust as an independent body to
support customers who find themselves in this
position. The Trusts greatest value is its ability
to engage with these customers and offer
assistance, mainly through:
Helping cusromers conserve worer
and thereby reduce their bill without
compromising their health or comfort, such
as through the use of water conservation
appliances and devices.
Repoiring worer leo|s ond ensuring cusromers
are charged only for the water they use if they
are on a shared meter.
In the past year, the Trust has assisted people
with disabilities, families struggling financially,
and those in need.
While some ol rhe Trusr's wor| requires
financial outlay such as for repairing leaks and
replacing hot water cylinders, other less costly
work makes just as much of a difference. For
example, a 2007 trial of long lever tap tools
for people with arthritis proved so successful
rhor rhe Trusr disrri6ured 100 ro selecred
organisations. In another case, plumbing repairs
and a new water meter reduced an elderly
womans water bill.
The Trust works with many other community
groups, health and budgeting services to
identify those in need and the most effective
ways in which to help.
To contact the Metrowater Community Trust, call
0 25 817 or emoil merroworerrrusr@xrro.co.nz
CASE STUDY
A Helping Hand
Eoch rime o cusromer receives o welcome poc|
from Metrowater, theres a story behind how it
got to them.
n 200, Auc|lond's Lynlield College ploced
an editorial in the local community newspaper
seeking businesses willing to offer work
experience to students with learning difficulties.
Jon Dunning, who is now Merroworer's
Corporate Social Responsibility Manager, saw
the editorial and immediately picked up the
phone. Within a few weeks three students,
occomponied 6y rheir school supervisor Hozel
Redman, were working with the Metrowater
customer services team learning how to pack
and despatch customer mailings.
2009 has seen the third group of students
join the Metrowater team each Tuesday and
two of their colleagues from the first group
begin studying at AUT. Raewyn Fairley,
Lynfield College Gateway Coordinator, is
clear about the benefits. It gives the students
an opportunity to see what its like outside
the classroom and the grounding to work
independently in the future. Theyre expected
to dress appropriately, work in a team, and
deliver quoliry wor|. Boc| in rhe clossroom,
we see a noticeable lift in their maturity.
Corporate Social Responsibility Report March 2009 I 08
Environmenr
Section 2
ENVIRONMENT
New Zeolond is 6lessed wirh on o6undonce ol ovoilo6le lresh worer.
Ensuring irs susroino6iliry, while olso ro|ing core ol rhe wider
environment, is a key priority for Metrowater.
Corporate Social Responsibility Report March 2009 I 09
Water efficiency
New Zeolond hos rhe some volume ol renewo6le
water resources as the entire Australian continent,
ond 2.5 rimes os much os rhe Unired Kingdom.
Nonetheless, it is important that we treat this
resource with respect and do all we can to delay
the need to build infrastructure for new sources of
water for Aucklands population.
Water leakage is a major contributor to water
inefficiency. We have an ambitious programme in
place to reduce water losses, as reported in the
adjacent case study. Since January 2007 we have
idenrilied ond lixed over 1,000 leo|s, reducing
worer losses 6y over 1 6illion lirres per yeor. We
olso reword cusromers lor responding quic|ly when
they become aware of a leak on their property. If
the customer repairs the leak within two weeks, we
refund wastewater charges associated with the leak
and limit water charges to four times the average
volume lor rhe period. n 2007/08, more rhon $1m
was refunded to nearly 2000 customers through
this initiative.
We ore olso rriolling Worer Fressure Monogemenr
in Fonmure ond Fr Chevolier ro 6errer undersrond
the costs, benefits and impacts on customers of
operating the network at lower pressures. One
potential benefit is reduced water losses.
Metrowater is also participating in a regional
iniriorive oimed or o 10% reducrion in per copiro
water consumption across Auckland by 2020.
One measure we are exploring is the use of smart
meters for schools and large users. The meters
measure consumption in real time and deliver data
via mobile technology. This enables high-volume
customers to identify leaks and unusual water
usage immediately. Other measures include a water
conservation and audit service for industry, and a
range of information for residential customers to
help them take charge of how much water they use
(ond, su6sequenrly, rhe size ol rheir worer 6ill).
WHAT WERE DOING
Environmenr
Section 2
Corporate Social Responsibility Report March 2009 I 10
Reducing our environmental footprint
Merroworer is olso quonrilying irs rorol cor6on
footprint. Initial work suggests our annual
emissions ore equivolenr ro o6our 2,500 ronnes
CO
2
e, mostly methane and nitrous oxide from
wastewater management, and electricity to run
pump stations. The next step, once research
is complete, is to develop meaningful carbon
emission targets. In the meantime, we are
investigating more efficient pumping technology
to reduce power consumption.
Contractors also play a big role in our business,
and we work with them closely on environmental
morrers. ur Heolrh, Solery ond Environmenrol
policy ensures contractors develop effective
Environmenrol Monogemenr Flons 6elore srorring
projects, and we support them in implementing
those plans mainly through regular staff training
and on-site visits. Our no blame policy has
increased the reporting of environmental incidents
and our understanding of how to reduce them. All
Metrowater managers conduct audits of contractors
and work with them when shortfalls are identified.
Metrowater recycles toner cartridges and uses
100% green poper. ur wor|spoce is cleoned
with environmentally friendly products wherever
possible. In 2009 we are taking another step in this
area by launching an intranet-based tool to enable
staff to calculate and reduce their personal
carbon footprint.
In the end, our society will
be defined not only by
what we create,
but by what we refuse
to destroy.
John C. Sawhill
Environmenr
Section 2
Corporate Social Responsibility Report March 2009 I 11
Cleaner waterways
One of our major goals is to reduce the volume
of polluted water discharging from the combined
sewer nerwor| inro rhe environmenr 6y 35% in
rhe six yeors ro 2011. We ore on rorger ro ochieve
this through our sewer separation project, sewer
cleaning and education about the damage caused
by fats and grease being poured down drains. Work
ro dore includes sepororing 1.5 |m ol com6ined
stormwater and wastewater pipe in the following
oreos: Bosque For|, ro|ei, Uplond Rood, Fr
Chevolier, Sronley Sr, ond mony porrs ol Kingslond
ond Mr Eden Terroce, ond wor|ing closely wirh
Watercare Services and Auckland City Council to
determine the best solutions for areas where sewer
separation may not deliver the desired results.
Environmenr
Section 2
Corporate Social Responsibility Report March 2009 I 12
CASE STUDY
Driving Down Leakage
Even rhe newesr, mosr odvonced ur6on worer
network suffers some measure of water loss
through leakage.
n Decem6er 200, Merroworer's rore ol loss
reached nearly 9 million cubic metres per year
or neorly 18% ol rorol worer volume. This wos
unacceptable and we took steps to dramatically
reduce that figure. Over the past 2 years we
hove reduced worer losses 6y more rhon 1
million cubic metres per year.
The key was an intensified programme on leak
detection and repair. The main tool is acoustic
detection, where a sensitive listening device
(similar to a stethoscope) placed on the ground
can pick up water leaks based on the kind of
sound it hears. When a leak is detected, it is
quic|ly repoired 6y o moinrenonce crew.
By Decem6er 2008 we hod surveyed o6our holl
the Metrowater network. This resulted in annual
worer sovings over 1 million cu6ic merres. l you
were to pour that water into Olympic swimming
pools placed end to end, they would stretch
over 2km!
Berween July ond Decem6er 2008 we hove
reduced worer leo|oge 6y 10% in Sr Lu|es ond
Mr Al6err, o soving ol 154 million lirres o yeor.
As well as being detected by Metrowaters own
efforts, leaks are often reported by customers
and members of the community. Reported leaks
at meters and service connections for the half
yeor ending Decem6er 2008 num6ered 2,20.
Over 70% of leaks are repaired within three
doys ond 5% wirhin o wee|.
What we do
today, right
now, will have
an accumulated
effect on all our
tomorrows.
Alexandra Stoddard
Environmenr
Section 2
Corporate Social Responsibility Report March 2009 I 13
Workplace
Secrion 3
WORKPLACE
Metrowater employs 158 people. A further 160 people are employed
by our contractor partners the companies that build and maintain
our network. We are committed to the health, safety and wellbeing
of all these staff, and seek to encourage them to further their careers.
Corporate Social Responsibility Report March 2009 I 14
Health and Safety
Heolrh ond solery is our num6er one wor|ploce
priority. In the last 2 years we have made a
fundamental shift in our approach, beyond mere
compliance toward a culture where health and
safety is simply how we do things. For more about
this, and the results achieved, see the case study
Beyond Compliance.
n 2008 o cross secrion ol Merroworer sroll
developed o Chonge Monogemenr Folicy ro
ensure we actively identify and manage hazards
arising from physical or organisational change.
This was put to good effect when we undertook
a major refurbishment of the Metrowater building.
Adhering ro rhe Chonge Monogemenr Folicy meonr
people remained informed, disruption to work was
minimised and no time was lost due to injury.
mprovemenr in neor-hir reporring, more lrequenr
audits of our office environment and out on site
by staff and executive management, daily focus
on safety by teams working in public places and
reviews with a focus on learning have resulted in a
marked decrease in the number and duration of lost
time injuries since 2007.
We have also implemented a new wellness
programme, aimed at promoting healthy lifestyles
and life choices for employees and their families.
WHAT WERE DOING
Workplace
Secrion 3
Corporate Social Responsibility Report March 2009 I 15
Employee development
Froviding sroll wirh developmenr opporruniries is
both motivating and one of the most cost effective
ways to reduce staff turnover (and its associated
costs such as lost knowledge) and create a work
environment that supports customers.
We encourage growth of our people at every stage
of their career. For example, a recently developed
programme allows young graduates to work on a
variety of projects throughout the company in order
to broaden their experience and develop a great
feel for the full scope of Metrowaters business. The
graduates have the opportunity to work in a range
of departments and focus on business disciplines
beyond their university learning.
The Metrowater Cadetship programme provides
sroll wirh rhe llexi6iliry ro goin rerriory quolilicorions
while on the job. Staff commit to performing their
role while also undertaking study, and it is therefore
an option chosen only by the highly motivated.
We olso wor| closely wirh FENZ (nsrirurion ol
Frolessionol Engineers New Zeolond) ro develop
our training systems for engineering staff, and
recenrly goined olliciol FENZ endorsemenr.
This means we are recognised as having robust
systems that support all our engineers in their
career development. Those systems include study
ossisronce lor rerriory quolilicorions, developmenr
reviews, and secondment opportunities (particularly
rhrough Hunrer Worer in Ausrrolio ond wirh our own
construction and consultant partners).
We encourage
growth of our people
at every stage
of their career.
Workplace
Secrion 3
Corporate Social Responsibility Report March 2009 I 16
Respect for others
Accountability and demonstrating respect go hand
in hand. All managers at Metrowater are expected
to create an environment in which employees can
chollenge ond os| quesrions, ond derive leed6oc|
that is clear and enables learning and growth.
This expectation is reinforced at regular events
whereby the managers and team leaders have
opporruniry ro os| quesrions ol rhe Chiel Execurive
and other Senior managers. This principle is
further cascaded through our corporate intranet
where6y sroll mem6ers ore invired ro quesrion rhe
Chiel Execurive, ro which prompr responses ore
provided. And, every quorrer on oll-sroll evenr is
held that provides opportunities for staff to present
progress and results on company performance
ond iniriorives. r is or rhis quorrerly evenr where
rhe 'Employee ol rhe uorrer' is onnounced 6y
rhe previous winner. The employee ol rhe quorrer
is chosen by the staff based on nominations for
colleagues who are positive, pro-active, have
performed well and model our values.
Those in leadership or management roles receive
people skills and communications training to help
them support, inform and inspire the teams they
lead. In the last two years twenty of our managers
have completed Leadership and Management
Developmenr progrommes ond onorher 17 people
from across the business attended a recent
Comploinr Hondling Wor|shop. This wor|shop wos
locilirored 6y Nino Hording, one ol Ausrrolosio's
leading mediators, with the aim of improving the
way in which we deal with customer concerns.
Added ro rhis is our Ferlormonce Monogemenr
Frogromme, which equips monogers wirh rhe s|ills
to support and encourage staff in reaching their full
potential in line with the companys objectives.
Its important that new staff know theyre welcome.
Our induction process is designed to provide
newcomers wirh oll rhey need, who rhey will wor|
with, our company values, work processes, the
importance we place on the health and safety of
all staff, contractors and the public, and any other
information they need to hit the ground running.
Workplace
Secrion 3
Corporate Social Responsibility Report March 2009 I 17
CASE STUDY
Becoming a great place to work
In the last two years, the environment at
Metrowater has changed to one where
accountability and respect drive performance.
This has introduced a faster pace of work,
changes in structure, and new ways of
recognising and rewarding staff.
You might think that with a focus on
performance staff morale would suffer. But
youd be wrong! Last year, in the nationwide
JRA
2
Besr Floces ro Wor| survey, which
is based entirely on confidential staff
quesrionnoires, Merroworer wos nomed rhe
most improved workplace in the medium/large
category.
Whats more, in eight out of ten categories,
Metrowater staff rated the companys
performance as having improved by at least
5% on rhe previous yeor. n rhe conrexr ol rhis
survey, 5% is o mo|or shilr.
The highest rated scores were placed
against such factors as I know how my work
contributes to the success of this organisation
and The person I report to supports and
encourages me in my job.
And the attributes that had the greatest shift in
improvement included the following:
.8% improvemenr in "This orgonisorion
expects high performance from its people
.5% improvemenr in " leel inlormed o6our
this organisation and its activities
8.% improvemenr in "The person reporr ro
behaves in a way that is consistent with the
values of this organisation
Winning the JRA award benefits not only
Metrowater and its staff, but also our customers.
We now find it easier to attract and retain the
best staff, which keeps our recruitment costs
down. In addition, surveys such as this are a
powerful tool for identifying areas of strength
and weakness, and that provides a starting
point for even greater improvements.
A pat on the
back is only a
few vertebrae
removed from a
kick in the pants,
but is miles
ahead in results.
Ella Wheeler Wilcox
Workplace I CASE STUDY
Secrion 3
2
John Robertson and Associates www.JRA.co.nz
Corporate Social Responsibility Report March 2009 I 18
CASE STUDY
Beyond compliance.
It may seem odd to celebrate an increase in the
number of near hits
3
reported by Metrowater
staff and contractors. Yet that is exactly what we
are doing and for a very sound reason.
n rhe criricol oreo ol Heolrh ond Solery we hove
consciously moved from a compliance culture to
one in which much greater emphasis is placed
on proactive safety and prevention in order to
minimise the number of accidents and injury to
our people and members of the public.
This shift has produced excellent results. A key
contributor has been the active reporting of
near hits and accidents so that we can review
and learn from them. Coupled with a no blame
policy, this allows people to report near hits and
minor incidents without fear of repercussions.
Consequenrly, neor hir reporrs hove rripled
since then a great result while the number of
accidents has reduced.
We have also:
Developed o new ronge ol solery rroining
materials for staff and contractors. Using
simple language, they demonstrate best
practice around site management to minimise
risk to staff and the public.
nsrirured o documenrs ond srorisrics
programme for staff and contractors. Before
any project begins, the lead contractor
musr provide o suiro6le Heolrh ond Solery
plon. Eoch conrrocror olso provides monrhly
statistics and details on near hits, lost time
incidenrs ond incidenrs rhor require medicol
care.
nrroduced o progromme rhor sees oll senior
Metrowater staff undertake contractor audits.
If faults are found, we provide appropriate
education.
nrroduced Heolrh ond Solery seminors lor our
contractor partners. The development was
based on comments from contractors, who
are keen to share their ideas and practices in
this area.
Always treat
your employees
exactly as you
want them to
treat your best
customers.
Stephen R. Covey
To|en on responsi6iliry lor ensuring everyone
doing work for Metrowater is fully versed in
best practice safety measures.
mplemenred o new wellness progromme,
aimed at promoting healthy lifestyles for
employees.
Moinroined our rerriory occredirorion ro ACC's
Wor|ploce Solery Monogemenr Frogromme.
Results: n 2007/8, rhe com6ined Merroworer/
conrrocror losr rime in|ury lrequency rore
4
(LTIFR)
wos .4 lolling ro 7.2 os or Decem6er 2008.
(Note: LTFR lor 07/08 wos .4 ond rhe rolling 12 monrh
overoge ro Decem6er 2008 wos 7.2. Acruol num6er ol losr
rime in|uries lor 2007/2008 wos 7 ond 2 lor rhe lirsr holl ol
2008/200)
Workplace I CASE STUDY
Secrion 3
3
An event which in different circumstances may have caused an accident, illness or injury.
4
The losr rime in|ury lrequency rore is o 12 monrh rolling overoge ond is rhe num6er ol
injuries per million hours worked
Corporate Social Responsibility Report March 2009 I 19
KEY ACHIEVEMENTS
Our Community
Moinroined ollordo6le pricing 6y ensuring rorill
increases keep the average household bill to
less than 2%.
The average annual Metrowater bill for a
residenriol cusromer is 1.2% ol overoge onnuol
household income. This is 6elow rhe 5% rhreshold
recommended 6y rhe World Heolrh rgonisorion
and Metrowaters 2% Statement of Intent target.
We however recognize that averages do not tell
the whole story and we are continuing to work on
ways to address the issues of financial hardship
and affordability.
Delivered greorer cusromer volue rhrough
efficiency improvements
- Replacing a domestic meter: average cost
down 6y 13%
- Repairing leaks at a customer connection:
overoge cosr down 6y 14%.
Environment
Seporored 1.5|m ol com6ined srormworer ond
wastewater pipe which will help to reduce the
amount of polluted water discharging into the
environment.
By Decem6er 2008 worer losses lrom rhe
Metrowater network had been reduced by more
rhon 1 million cu6ic merres.
ver 70% ol reporred leo|s ore repoired wirhin
3 doys ond 5% wirhin o wee|.
More rhon $1million hos 6een relunded ro
nearly 2,000 households as part of the leak
remission programme aimed at encouraging
customers to repair leaks.
Workplace
Mosr improved medium ro lorge wor| ploce in
rhe norionwide JRA Besr Floces ro Wor| survey.
Reducrion in losr rime in|ury lrequency rore lrom
.4 in 2007/08 ro 7.2 os or Decem6er 2008
Key Achievemenrs
Corporate Social Responsibility Report March 2009 I 20
Serving Customers
THE FUTURE
We have ambitious plans on behalf of the community we serve.
Our major goals are to ensure our performance meets the expectations
of our customers and to manage the networks in a way that provides the
greatest financial and environmental benefit to Aucklanders now and in
the future.
Secrion 4
The Future
Corporate Social Responsibility Report March 2009 I 21
Environment
Metrowater has a major programme to reduce the
volume ond lrequency ol wosreworer overllows
through sewer separation and other related works
programmes. One key goal is to reduce overflow
volume 6y 35% in rhe six yeors ro 2012 ond we ore
currently on track to achieve this. Our plan includes:
$107 million invesrmenr on rhe renewol ol rhe
wastewater infrastructure
$1 million invesrmenr on rhe wosreworer
network to provide for growth and development
$25 million on dry weorher overllow reducrion
through improved operations and also via
capital solutions
While these projects form the backbone of our
planned environmental programme, we also have
a range of smaller projects about to start. For
example, the Martyn Wilson field upgrade project
will see Metrowater (on behalf of Auckland City)
return a degraded stream to a natural wetland area
with boardwalks and educational signage. We are
also working with the Friends of Oakley Creek to
undertake weed control and plant on a section
of this significant Auckland waterway to reduce
erosion and improve the streams ecology.
Back at the office, were developing a dedicated
section of the Metrowater website for children and
their teachers. As well as being rich in information
about water and water conservation, it will also
have multiple links to other websites and a host of
downloadable resources. This initiative goes hand
in hond wirh o newly developed Frimory School
Educorion ond Aworeness Frogromme ro reoch
children about where their water comes from and
how precious it is, and to show them how they can
conserve both water and their environment.
WHATS IN THE PIPELINE?
Secrion 4
The Future
Corporate Social Responsibility Report March 2009 I 22
Customer service
Wirh rhe uncerroinry ol rhe impocr on New Zeolond
of the global economy, we recognise the need to
be more sensitive to customers circumstances. We
are developing an affordability programme that
helps customers in hardship through an effective
assessment, assistance and management process,
coupled with improving ways of handling of
customer debt and working with customers who
cannot afford to pay their water charges.
We also recognise that even with the best will in
the world, disagreements and misunderstanding
between a business and its customers can arise.
Working from a good platform, we are committed
to further improvements in our customer-focused
complaint handling process to make it even more
efficient, transparent, more readily understood and
deliver better results for everyone.
Building the future
r's widely oc|nowledged rhor il New Zeolond is
to have the scientists it needs in the future, we
must encourage more students to choose science
or engineering as a career. The Futureintech
Frogromme is o new iniriorive where Merroworer
staff visit high schools to talk about careers in
science and engineering. It also provides us with
an opportunity to engage with schools about water
conservation and environmental issues.
We are aware that, following the recent report of
The Royal Commission on Auckland Governance,
Metrowater will change. We support that change
and our focus throughout the transition will be on
ensuring that Aucklanders continue to receive a
great service and world class water.
Secrion 4
The Future
Corporate Social Responsibility Report March 2009 I 23
CASE STUDY
Saving millions.
Merroworer's lorgesr cusromer is Housing
New Zeolond. For reosons rhor oren'r yer
lully cleor, worer usoge omong Housing New
Zeolond homes is o6our 10% o6ove overoge,
which equores ro o porenriol soving ol oround
$2 million a year.
The key word is potential. Understanding the
reosons lor rhe 10% dillerence is nor os simple
as you might think.
The lirsr chollenge is rhor up ro 10 Housing
New Zeolond homes con shore o single worer
meter, making it difficult to identify whether
specific households are behind the higher
usage and, if so, which households they are.
The second challenge is understanding whether
the extra usage is the result of larger families
(more people will obviously need more water), a
lack of understanding about water conservation
methods, or simple maintenance issues such as
leaking taps.
Merroworer ond Housing New Zeolond ore now
working together to get to grips with this issue.
The lirsr srep is wirh Housing New Zeolond,
whose operations team is monitoring usage
between the meter and individual homes.
Based on what that information reveals, we
plan to develop appropriate strategies to
help families reduce their water usage without
compromising on rheir quoliry ol lile.
Time will tell what savings are possible.
Whether they are large or small, everyone could
benefit: the taxpayer through a reduced water
6ill, Housing New Zeolond clienrs rhrough
better maintained homes, and all Aucklanders
through a heightened awareness of the value
and simplicity of water conservation.
As for the
future, your
task is not to
foresee it, but
to enable it.
Antoine de Saint-Exupery, author
Secrion 4
The Future
Corporate Social Responsibility Report March 2009 I 24