SEW 2014-19 Corporate Plan

South East WaterCorporate Plan 2014-2019

2 South East Water Corporate Plan 2014–19 Published May 2014 01 / STATEMENT OF CORPORATE INTENT 02 / BUSINESS PLAN 03 / KEY PERFORMANCE MEASURES 04 / APPENDICES

Contents

This plan outlines our key activities and projected financial position for 2014-19. It addresses our obligations under the Water Act 1989 and the Victorian Government’s 2019 Planning Guidelines. It also reflects the key priority areas of Melbourne’s Water Future and incorporates our initiatives to deliver on the water sector efficiency initiative (Fairer Water Bills).

Executive summary 03

Statement from our board 04

Statement from our Managing Director 05

01 Statement of Corporate Intent 06

About us 07

Main business undertakings 07

Nature and scope of activities 08

Stakeholders and business objective 09

02 Business Plan 10

Strategic direction 12

Assets 14

1.1 Next generation assets - objectives and actions 14

1.2 Developer relations - objectives and actions 15

1.3 Core activities - objectives and actions 16

Customers 17

2.1 Channel migration - objectives and actions 17

2.2 Customer programs - objectives and actions 18

Employees 19

3.1 Next generation workforce - objectives and actions 19

Sustainability 20

4.1 Sustainable business practices - objectives and actions 20

4.2 Urban water policy reform - objectives and actions 21

Delivery against Melbourne’s Water Future plan 22

03 Key Performance Measures 24

04 Appendices 26

Appendix A - Operating environment scan 27

Appendix B - Asset management 29

Appendix C - Progress against Water Plan 3 34

Appendix D - Ministerial reporting directives 36

3South East Water Corporate Plan 2014–19 Published May 2014 01 / STATEMENT OF CORPORATE INTENT 02 / BUSINESS PLAN 03 / KEY PERFORMANCE MEASURES 04 / APPENDICES

Executive summary

Creating a next generation water businessOur strong business performance means that we can invest further in innovation to create even greater efficiencies.

Over the last financial year we have realised an 8.3 per cent decrease in operating expenditure against growth and CPI trends. Continuing along this path, and in response to the Government’s request for water sector efficiency initiatives, we can accelerate our cost savings and achieve a further reduction in operating expenditure from 2012-13 which will be maintained in the long term.

Following our analysis of the recent benchmarking study and developing our organisation-wide initiatives for the next five years, we estimate our efficiencies will result in:

> operating savings of $10 million per annum by 2016, which will result in our operating cost per property declining in real terms

> reduced ‘new borrowing’ requirements after five years

> lower residential bills from July 2014

Key focus areas for our 2014–19 corporate plan include:

> optimising our future asset investments using a whole-of-water-cycle-management (WoWCM) approach to reflect our customers’ changing requirements

> enhancing the efficiency of our current network through improved operation

> reducing our cost to serve customers through smart and integrated online tools

> fostering an environment to support a strategically-aligned and outcome-focussed workforce.

Known throughout the industry for being early adopters of technology and developing new in-house, cutting-edge solutions.

4 01 / STATEMENT OF CORPORATE INTENT 02 / BUSINESS PLAN 03 / KEY PERFORMANCE MEASURES 04 / APPENDICES South East Water Corporate Plan 2014–19 Published May 2014

Statement from our board

South East Water’s Corporate Plan is designed to deliver efficiencies across the business for the benefit of customers and stakeholders now and in the future while ensuring South East Water meets its statutory obligations.

On behalf of the Board, I’m pleased to present South East Water’s Corporate Plan 2014-19. Operational efficiency, financial sustainability and innovation remain fundamental business drivers within the overarching objective of safety as our first priority.

South East Water prides itself on being a leading water business. This plan illustrates how the organisation will continue to deliver value and options to customers at the lowest possible cost, respond and adapt quickly to changes in the environment in which it operates, and remain at the forefront of the water industry.

This plan provides South East Water with a roadmap for the next five years. It strikes an appropriate balance between the needs of all stakeholders. It is outcome-driven and ensures ownership by all our people across the business making it easy to provide updates against performance at individual and company-wide levels.

Douglas ShirrefsChairman May 2014

Industry benchmarking confirms that South East Water is consistently performing to a high level. Water Services Association of Australia and International Water Association’s 2012 Asset Management Process benchmarking for large urban water utilities across the world, confirms that the organisation is in the top quartile for asset acquisition, operation and maintenance; asset replacement and rehabilitation; and business support systems.

501 / STATEMENT OF CORPORATE INTENT 02 / BUSINESS PLAN 03 / KEY PERFORMANCE MEASURES 04 / APPENDICES South East Water Corporate Plan 2014–19 Published May 2014

Statement from our Managing Director

South East Water will continue to leverage its competitive advantage in network management, particularly in network control solutions, to optimise returns and benefits to the Victorian community. Our immediate objective is to build on and expand current network control solutions and capitalise on commercial opportunities through our iota business.

A central driver for creating a next generation water business is our people. We continue to foster a culture and workforce that achieves business outcomes without compromising safety. Next year’s move to Frankston will bring us all together under the one roof fostering greater camaraderie as we all work towards the milestones in this plan. Furthermore, this consolidation of our people will help reduce our operating costs, in turn lowering bills for our customers.

Kevin Hutchings Managing Director May 2014

Our strengths lie in customer service, innovation and technology. We demonstrate this with our innovative and technologically-advanced products and services including Tank Talk, Peninsula ECO and mySouthEastWater.

We are creating a next generation water business with a team of forward-thinking people. This means agility and technology will be at the heart of everything we do in anticipating customers’ needs and delivering beyond expectations. Over the years South East Water has seen many changes in the water industry with technology advancements, higher customer expectations and increased workforce capabilities. These changes create new challenges and opportunities for the organisation, including the Government’s recent efficiency drive for fairer water bills. As a strong, financially-sustainable organisation South East Water will continue to meet these challenges by focussing on providing valued and affordable services for our customers now and into the future.

We have some exciting times ahead. This year’s plan demonstrates how we are building on our existing strengths to deliver some great projects. You will see how our strategic framework and previous achievements provide us with a strong foundation to develop a blueprint for the next five years and beyond.

Throughout 2014-19 South East Water will continue to focus on efficiently managing its network assets and developing a robust, vertically-integrated package of water sources and network solutions underpinned by understanding how customers use water.

Customer relationships are critical to the future direction of the organisation. Understanding how our customers use water will enable us to deliver the most appropriate integration of decentralised and centralised networks. Continuing with the trial of digital meters will help us understand customer behaviour, optimise network demand and develop leading-edge customer solutions.


01 Statement of Corporate Intent


About us South East Water is a statutory authority under the Water Act 1989 and one of Melbourne’s three metropolitan water retailers. Our licence to operate is underpinned by a statement of obligations outlining the Government’s requirements. Broader activities are governed by a number of other Acts, including the Catchment and Land Protection Act 1994, Safe Drinking Water Act 2003, Food Act 1984 and Environment Protection Act 1970.

Main business undertakingsWe provide water, sewerage and recycled water services to residential, commercial and industrial customers within our service area in Melbourne’s south east.

Melbourne Water is the wholesale supplier of water and sewage treatment.

Figure 1: South East Water’s service area

Victoria

Bass Strait

New South Wales


Nature and scope of activities

We service more than 1.65 million people across 3,640 square kilometres and we are responsible for $3.4 billion of assets. We have over 23,000 kilometres of pipeline, supported by 80 water pump stations and 255 sewage pump stations. Last year, we delivered 125 billion litres of drinking water, collected 121 billion litres of sewage and supplied 4.7 billion litres of recycled water.


Key facts

> 13,330 km water mains

> 9,945 km sewer mains

> 434 km recycled water mains

> 8 water recycling plants

> >630,000 residential water customers

> >600,000 residential sewerage customers

> >55,000 non-residential water customers

> >50,000 non-residential sewerage customers

StakeholdersOur key stakeholders include customers, developers, the community, our people, the Victorian Government’s departments and regulatory authorities, suppliers, local councils and our business partners.

Business objectiveTo transform the water cycle’s contribution to the community, by delivering smarter networks and customer solutions.


02 Business Plan

11

2012-132010-11

South East Water Corporate Plan 2014–19 Published May 2014 01 / STATEMENT OF CORPORATE INTENT 02 / BUSINESS PLAN 03 / KEY PERFORMANCE MEASURES 04 / APPENDICES

The current phase of our business evolution commenced in 2010 with the development of a robust strategic framework built on delivering value and financial sustainability, supported by a culture of technical innovation and efficiencies. This plan illustrates how we will build on this solid framework and create a next generation water business, where agility and technology are at the heart of everything we do in anticipating customers’ needs and delivering beyond expectations.

Prior to developing this plan we scanned our operating environment to identify the challenges and opportunities we will face over the next five years. A synopsis of this operating environment scan is in Appendix A.

This year the Business Plan section of the Corporate Plan includes key measurable objectives under each strategic initiative that link to overarching key performance indicators (KPIs) listed in Section 3. These objectives will be communicated throughout the organisation and will be incorporated into individual performance plans. We will provide our people with quarterly updates against our performance measures.

Establishing the framework

Completed an extensive review of our strategic planning framework. This resulted in the development of our ACES strategy with four key focus areas (assets, customers, employees and sustainability) to increase business attention on core business activities and deliver value for money.Benefits from our fully-integrated alliance model created innovation and business efficiencies, strengthened our commercial skills and achieved full cost transparency, which are used throughout our business today.

Rebuilding the core

A period of re-alignment focusing on efficiency. Reviewed and optimised the core elements from each of our key focus areas and delivered:> a blueprint for new

service delivery models for capital, operations and maintenance

> a new structure for the developer services area and approach to working with developers

> an overhauled customer relationship management system

> a revitalised customer experience program

> a new structure for our employee management area

> engagement with the Government’s Ministerial Advisory Committee.

Positioning for the future

Became a statutory corporation. This altered our powers and obligations, necessitated a number of operational changes in relation to customer-facing elements, and adjusted policies and processes.Key initiatives included: reducing our regulated overhead by focusing on providing a commercial model and offerings for core services e.g. call centres, design services, procurement services.

Next generation water business

Agility and technology are at the heart of everything we do in anticipating customers’ needs and delivering beyond expectations. Based on our innovative solutions we are looking beyond authority boundaries towards such things as CAPEX deferral through cross-boundary network efficiencies e.g. South Gippsland Water townships, and whole-of-water-cycle solutions where they make sense.

Figure 2: Our business journey

2011-12 2013-14


Strategic directionOur strategic framework comprises four strategic focus areas – assets, customers, employees and sustainability which help us achieve efficiencies and drive the business. Each strategic focus area has a vision, goal and strategic initiative/s with a set of measurable objectives, which we set for five years and review regularly and update annually as part of the corporate planning process. The objectives link to high-level KPIs, outlined in Section 3: Key Performance Measures.

Figure 3: Our strategic framework

VISION HEAlTHy WATER FOR lIFE

MISSION DElIVERING WATER AND SEWERAGE SERVICES OuR CuSTOMERS VAluE

ACES STRATEGy CORE ACTIVITIES STRATEGIC INITIATIVES

ASSETS

Manage our assets to meet customer needs for safe drinking water, sewerage and alternative water sources, optimise long-term value and protect the environment, community and our people.

> Asset planning> Asset investment> Operations

> Next generation assets> Developer relationships

CuSTOMERS

Reduce our cost to serve and enhance revenue collection, leveraging the value of each and every interaction and building our reputation as the next generation utility.

> Customer services> Customer property and field services> Communications

> Channel migration > Customer programs

EMPlOyEES

Continue to build a high-performing, safe and constructive culture and provide the tools to ensure our people reach their potential.

> Organisational development> People support services

> Next generation workforce

SuSTAINABIlITy

Deliver value for money through innovation-led efficiency while increasing community liveability and environmental benefits through best practice.

> Financial performance> Commercial ventures> Information systems> Corporate governance> Water resource management> Regulations and research

> Sustainable business practices> Urban water policy reform

We have a strong history of providing specialist services to regional authorities. Our current partnership with South Gippsland Water to provide sewerage services is estimated to provide capital savings of around 20 per cent. We are also providing WoWCM advice, including demand management assistance, to South Gippsland Water to delay $25 million CAPEX for water supply upgrades.


Governance and management We will continue to maintain strong governance and management to achieve best practice in meeting our statutory requirements, regulatory obligations and to effectively deliver Government policy. Our Board of Directors presides over all significant strategic, commercial, regulatory, financial and risk-focused elements of our business.

Quality management systems underpin our performance against our plan. We have a number of management systems and standards in place that are subject to independent auditing and certification, and we regularly audit our operations to ensure compliance and identify opportunities for improvement.

Risk management Our risk management system, which is integrated into our management systems, processes and culture, identifies and assesses risks that may impact our ability to achieve our objectives and develops strategies to mitigate, manage and control the effect of these events. All identified risks appear on the company’s corporate risk register.

Controls are in place for all identified risks, including operational, financial management and treasury functions. The board and senior management regularly review risks, controls, key performance indicators and assurance levels. This is supported by a comprehensive insurance program and an emergency management plan. As a declared essential service and a dam owner, we are required to effectively exercise responses to certain emergencies annually.

ClarityUnity

We know what we’re doing and we understand why.We have a clear sense of purpose and a roadmap for success.

Underpins our success by working together. We collaborate and build partnerships to deliver real value.

Agility We are fast, flexible and courageous.We embrace change and the opportunity to improve.

Delivery We strive for outcomes and celebrate achievement. We are decisive and committed. We work hard to deliver outstanding value and results.

Our strategic framework is underpinned by our four values – clarity, unity, agility and delivery. These values articulate the behaviour we encourage throughout the organisation in delivering our strategy.

Figure 4: The things we value


OBjECTIVE ACTIONS

1.1.1 Optimise our future investment in assets and realise significant capital expenditure savings.

> revise and implement new design standards for inner and outer Melbourne developments that reflect changing land use and customer behaviour

> progress whole-of-water-cycle management (WoWCM) leading-edge issues such as developing a rainwater tank management regime, implementing robust asset investment frameworks and alternative approaches to regulatory requirements

1.1.2

Enhance the efficiency of the current network through improved network operation.

> optimise the operation of the water and sewerage systems through asset monitoring technology and dynamic asset control

> complete digital metering trials and pressure zone management, and implement real-time hydraulic models for the water supply system

> enhance delivery of metering services to improve our understanding of customer behaviour and ability to manage water demand and optimise asset design in the long term

1.1.3 Expand the use of resource recovery where it makes business sense.

> determine our optimal role in resource recovery activity

Assets

VisionBuild and operate safe, efficient and reliable infrastructure for current and future generations.

GoalManage our assets to meet customer needs for safe drinking water, sewerage and alternative water sources, optimise long term value, and protect the environment, community and our people.

Strategic initiatives

1.1 Next generation assets

Assets are the largest controllable cost for our business. Our goal is to address benefits from changes in technology and industry reforms to decrease our long term capital investment and operating costs while supporting the Fairer Water Bills initiative.

Over the next five years the following objectives will be undertaken to deliver on our initiative. Key performance indicators (KPIs) will measure achievement against these objectives. These KPIs are listed in Section 3 of this plan.


1.2 Developer relations

We have strong partnerships with peak bodies within the development and building industries, developers, consulting engineers, civil contractors, builders and plumbers. Our relationship with the development industry enables both infill, building-led developments and greenfield subdivisional developments, by providing water and sewerage services. These services are required for the creation of new lots and the connection of new and re-developed lots to the network.

Over the next five years we are preparing the business for opportunities presented by inset competition through improving developer relations and successfully implementing Aquarevo (located in Evans Road, Lyndhurst). Key performance indicators (KPIs) will measure achievement against our objectives. These KPIs are listed in Section 3 of this plan.

OBjECTIVE ACTIONS

1.2.1 Become the water authority of choice by partnering with industry-leading developers.

> develop the former Cranbourne Treatment Plant into a residential development showcasing WoWCM initiatives (project name Aquarevo, located in Evans Road, Lyndhurst)

1.2.2 Improve efficiency for our organisation and our developers through improved relationships.

> provide customers with the ability to self-service connections, development applications and asset information

38 per cent savings across 31 projects from our new capital delivery model during 2013-14.

$1.63 million OPEX saving per year from our integrated alliance model, between 2005-13.

Peninsula ECO will significantly reduce costs by capitalising on our experience in developing remote measurement, monitoring and control technologies for pressure sewers.


OBjECTIVE ACTIONS

1.3.1 Asset planningDevelop asset programs that enable growth requirements while maintaining system reliability and service and product quality standards within the context of whole-of-water-cycle management.

> ensure delivery against the asset management program detailed in the Asset Management Plan in Appendix B

> complete master planning for the Inner City Regional whole-of-water-cycle management Plan in conjunction with the Office of Living Victoria and other stakeholders

> improve our understanding of asset servicing flexibility and costs for better decision making

1.3.2 Asset investmentDeliver the asset program at lowest community cost through an innovative contracting model. This model enables risk allocation. It is based on a mixture of competition and collaboration between contracted businesses to deliver cost efficiency and deliver on the Fairer Water Bills initiative.

> seek innovative solutions to deliver infrastructure at lowest community cost, including Peninsula ECO which fast tracks the delivery of sewage services, while reducing customer costs

1.3.3 OperationsContinue to operate and maintain assets to ensure reliable, safe and cost efficient services that balance the needs of customers and the environment.

> build on our new operations and maintenance model to encourage competition by comparison, efficiencies in workflow and improved resource use

> improve management of potential environmental impacts from wet weather spills through the development of an improved risk-based design criteria and provision of automated operational control

> continue with electricity savings and generation initiatives including maximising ‘spot’ market opportunities

1.3 Core activities

We continue to drive efficiencies throughout our core business activities and constantly strive for continuous improvement. This table outlines the additional key objectives for the next five years within assets. Key performance indicators (KPIs) will measure achievement against these objectives. These KPIs are listed in Section 3 of this plan.

The Casey Clyde redevelopment provided the first real opportunity to test the objectives, frameworks and aspirations of Melbourne’s Water Future. Options ranging from the traditional centralised solution to local treatment and rainwater tanks were assessed collaboratively with key stakeholders and the Office of living Victoria.


Customers

VisionLeading-edge service delivery.

GoalReduce our cost to serve and enhance revenue collection, leveraging the value of each and every interaction and building our reputation as the next generation utility.

Strategic initiatives2.1 Channel migration

Since last year’s Corporate Plan we have revised our customer strategy. We have concentrated our focus on increasing customer value through channel migration, providing customers with the online channels they are seeking and delivering significant efficiencies.

Over the next five years we will transform our customer channels building on our leading-edge Salesforce platform and existing online offerings. We will further strengthen our position as the most efficient Victorian water utility in key customer service areas.

There will be a significant shift in customers interacting with us through ebilling, online tools and self-service environments - providing the ability to easily personalise experience. We will move beyond the transactional to leading-edge service delivery through the following objectives. Key performance indicators (KPIs) will measure achievement against these objectives. These KPIs are listed in Section 3 of this plan.

OBjECTIVE ACTIONS

2.1.1 Evolve and optimise online channels, providing a leading-edge customer experience.

> complete ebill tender and deliver leading-edge ebill solutions> expand Live Web Chat and knowledgebase> progressively integrate all customer systems into Salesforce> deliver an online self-service environment for key

non-residential customers> automate high volume, transactional customer interactions

2.1.2 Encourage increased customer migration to channels that reduce our cost to serve.

> leverage Salesforce capacity for targeted, low cost digital promotions and enhanced credit management

> research, design and deploy supporting incentive scheme/s> increase the value of online self-service for customers

including providing innovative water use and efficiency information and alerts

> maintain customer experience research to drive channel optimisation


2.2 Customer programs

Over the next five years we will design and deliver outstanding customer programs that support the needs of key customer segments and industry objectives such as whole-of-water-cycle management (WoWCM). Key performance indicators (KPIs) will measure achievement against these objectives. These KPIs are listed in Section 3 of this plan.

OBjECTIVE ACTIONS

2.2.1 Support hardship and vulnerable customers and deliver equity in tariffs.

> continued delivery and evolution of South East Water Assist, including targeted programs to increase customer awareness and access to available support

> support Vulnerable Customer Taskforce to share learnings and drive enhanced programs across the utility sector

> research, design and deliver a program of initiatives to more proactively assist non-residential customers

> implement occupancy-based charging to more equitably spread customer charges

2.2.2 Support delivery of WoWCM and industry reform.

> build trust for customers to partner with us in the effective delivery of innovative household-level WoWCM solutions

> support customer adoption of sensible water use and program efficiencies through targeting ease of access to leading-edge information, including real-time water use profiles and alerts

> research and establish a value proposition for the development industry to partner with South East Water, positioning for potential third party access reforms


Employees

VisionPeople reach their full potential and make valued contributions towards South East Water’s success.

GoalContinue to build a high-performing, safe and constructive culture and provide the tools to ensure people reach their potential.

Strategic initiative

3.1 Next generation workforce

We are on a journey to become a next generation water business. To help achieve this we are continuing to align our workforce culture and capability with our strategic aspiration.

During 2015 the majority of our workforce will be relocated to our new Frankston office. We are currently developing a comprehensive change management program to ensure smooth employee transition and business continuity.


OBjECTIVE ACTIONS

3.1.1 Position South East Water as a preferred employer and industry leader.

> implement an employer value proposition to support attraction, retention and cultural alignment

> enhance employee commitment and engagement through leadership accountability for actioning engagement survey outcomes

> partner with external stakeholders to develop and deliver innovative and industry-wide health and safety solutions

3.1.2 Deliver strategic outcomes with an aligned and capable workforce.

> develop and implement an organisational-wide workforce strategic plan

> implement learning pathways across the organisation to support employee development and progression

> ensure the workforce we transition or introduce to Frankston is culturally aligned with our future direction

3.1.3 Drive behavioural change by leading and creating a high performing, safe and resilient workforce.

> continue our focus on contractor management and culture of reporting

> embed a ‘just and caring’ approach to safety and wellbeing through our ‘we care’ cultural objective

> strengthen the review and assessment of employees against organisational values and behaviours

> deliver integrated learning solutions that enhance innovation and change leadership, strategic agility and build employee resilience

> enhance our focus on reward and recognition for future-state behaviours

54 per cent reduction in serious injury frequency rate in 2012-13 compared to previous year.


VisionProvide the platforms for current and future success.

GoalDeliver value for money through innovation-led efficiency while increasing community liveability and environmental benefits through best practice.

Sustainability

OBjECTIVE ACTIONS

4.1.1 Remain financially sustainable through reduced borrowing requirements.

This objective will be achieved by realising savings across the business which have been outlined under the assets and customer strategies:> deliver our asset program at the lowest cost to the

community> continue with our new operations and maintenance delivery

model> introduce multiple customer self-service channels> transition customers to low-cost payment options

4.1.2 Extract additional value through competitive contracting arrangements (further to our service delivery model).

> reduce legal, commercial and compliance risks by placing more vendors onto contracts> renegotiate existing contracts> rationalise purchasing> extract more value from existing contracts

Strategic initiatives4.1 Sustainable business practices

We continue to drive change and deliver value by partnering across the business to provide customers with services at the most efficient cost. We have recently provided Government with a list of organisational-wide efficiencies.



As part of our ongoing sustainability, we are moving our three offices to a new building in Frankston. Excavation work has commenced and we expect to move in mid-2015. The new building will save approximately $20 million over 20 years and enhance productivity and collaboration. The building’s minimum five green star rating will meet Victorian Government standards and our people will be able to use public transport, reducing car travel.

4.2 urban water policy reform

We continue to influence water policy reform to benefit the community and wider water sector. We are committed to engaging in whole-of-water-cycle management and investigating options to reduce red tape issues to increase efficiencies.


OBjECTIVE ACTIONS

4.2.1 Partner with stakeholders to deliver the key priority areas outlined in Melbourne’s Water Future plan (refer to table 1 on page 22).

> continue to implement a new water cycle planning approach> support innovation in small and large-scale projects> continue to influence economic and regulatory industry

reform

4.2.2 Reduce red tape to improve our efficiency to deliver water and sewerage services.

> work with key stakeholders to change regulations and streamline processes


2. Economic reform

4. Regulatory reform

3. Supporting innovation in small and large scale projects

Continue to work collaboratively with project

partners to deliver the central and southern regional WoWCM

plans for our assets strategy.

Commence the development of our own security of supply

standards for water supply demand balance.

Reviewing service standards for infrastructure to provide a more efficient integrated network to support the delivery of regional and local whole-of-water-cycle management (WoWCM) plans.

Working with the water sector to finalise the first stage of unbundling bulk water entitlements to enhance security of supply and investment decisions for each individual business.

Providing services to South Gippsland Water to deliver the best whole-of-water cycle management (WoWCM) solution for Poowong, Loch and Nyora as a pilot study in ‘out of area’ competition.

Trialling digital metering to provide a superior service offering through technological innovation.

Undertaking a trial project to assess the role of digital meter information and consumer water efficiency behaviours to optimise the design on water/sewer networks, for an inner development area.

Undertaking development of an exemplary residential development project to showcase whole-of-water cycle management (Aquarevo – located in Evans Road, Lyndhurst).

Exploring new products and tariff options through customer focus groups.

Working with a third party reviewer to provide advice to Government on possible improvements to Victoria’s framework for economic regulation of the water sector and its application.

Commence stage 2 ofdisaggregation of bulk water

entitlements to enhance market evolution and realise the true

price of water while maintaining a secure supply of water.

Continue to partner with developers to provide WoWCM

solutions to customers.

Implement outcomes from the review of Victoria’s framework

for economic regulation.

1. A new water cycle

Aquarevo

Planned projectsCurrent projectsKey priority area(outlined in section 2.7 of Melbourne’s Water Future)

Table 1: Delivery against Melbourne’s Water Future plan

This shows our current and planned projects to address the key priority areas in Melbourne’s Water Future.


Commercial venturesFor over a decade, we have focused on innovation and delivering additional value to customers through our unregulated business. Our commercial brand, iota, continues to capitalise on technology developed as part of core business activities. Our strategy is to grow iota by:

> commercially promoting solutions nationally and internationally to gain non-regulated, profitable income

> enhancing recognition of South East Water as a provider of technology-based solutions and services

> focussing on addressing our customers’ needs and reducing network costs, while leveraging knowledge and insights gained from providing solutions to external customers to further benefit South East Water.

Shared servicesWe are continuing to collaborate with the other metropolitan water businesses to determine whether economies of scale can be achieved through shared services for the benefit of South East Water and the wider water industry. The benefits of any possible shared service need to exceed the implementation costs.

Over the next five years we will look at potential shared services including IT software and hardware, bulk billing and bill printing, procurement opportunities, call centre and human resources.


03 Key

performance measures


PERFORMANCE INdICATOR (KPI) MEASURE2012-13

ACTUAL2013-14

TARGET2014-15

TARGET2015-16

TARGET2016-17

TARGET2017-18

TARGET2018-19 TARGET

Asset performance* (rolling 12-month, integrated measure) per cent 48 50 50 50 50 50 50

Asset operations and maintenance cost per property^ $ per property 74.9 79.7+ 75.1+ 76.5+ 77.4+ 78.4+ 78.8+

Customer experience/satisfaction per cent 90 88 88 88 88 88 88

Operating cost per property^ $ per property 157.7 159.0 145.49+ 142.65+ 144.79+ 146.86+ 148.38+

Gearing ratio (net debt/(net debt + equity)) per cent 39.7 35-50 40-45 40-45 40-45 40-45 40-45

Positive shift in staff engagement survey per centMetric not

previously used +4 +3 +2 +2 +1

Increase in hazards and close calls reportedper cent increase

on previous yearMetric not

previously used +20 +10 +10 +10 –

* This measure will represent the average performance on a 0-100 per cent scale over four key management level measures: volume of sewage spilled to waters due to failure; drinking water quality complaints (per 1,000 customers); unplanned water supply interruptions (per 100km of main); and sewerage blockages (per 100km of sewer). The target is set at 50 per cent based on the results from the customers’ willingness to pay survey conducted as a part of the 2013-18 Water Plan. Customers deemed South East Water’s current level of service as satisfactory and in order to keep overall costs down, they are unwilling to pay more for an improved asset performance. ^ Inclusive of consumer price index.+ OPEX per property is in nominal dollars. In real terms this is projected to decline as a result of our efficiency initiatives outlined in this plan. Property numbers are June 2014 forecast based on April 2014 YTD numbers.

Key performance measuresA suite of key performance indicators (KPIs) will be used across the business to measure our achievement against objectives under each strategic initiative listed in Section 2: Business Plan. We will regularly measure our performance against these indicators to ensure we are delivering against the Corporate Plan.

26 South East Water Corporate Plan 2014–19 Published May 2014 01 / STATEMENT OF CORPORATE INTENT 02 / BUSINESS PLAN 03 / KEY PERFORMANCE MEASURES 04 / APPENdICES South East Water Corporate Plan 2014–19 Published May 2014

04 Appendices

27South East Water Corporate Plan 2014–19 Published May 2014 01 / STATEMENT OF CORPORATE INTENT 02 / BUSINESS PLAN 03 / KEY PERFORMANCE MEASURES 04 / APPENdICES South East Water Corporate Plan 2014–19 Published May 2014

Appendix A: Operating environment scan We scanned the external operating environment to identify the challenges and opportunities facing our organisation over the next five years. The key themes are summarised below and have been taken into consideration in preparation of this Corporate Plan.

Affordability pressuresAs stated in the Victorian Government’s Department of Planning and Community Development Corporate Plan, “Victoria still experiences disadvantage, hardship and barriers to opportunity. This highlights the entrenched nature of social disadvantage within parts of the Victorian community and the need for sustained long-term efforts to address inequality”. The Government’s recent drive for fairer water bills has meant that all Victorian water utilities have had to focus on how they can decrease the customer’s annual water bill. Additional hardship measures funded as a result of the recent Essential Services Commission price review decision will also assist those customers most affected.

Climate change and variabilityGreenhouse gas emissions and climate change are placing the world’s ecological habitats and biodiversity at risk. How society addresses this issue and the actions taken now will play a big role in determining what our world will look like for future generations. Climate change will place pressure on water cycles and food production systems.

Climate variability will continue to impact the water industry. The drought between 1997 and 2010 was followed by significant floods and the strongest La Nina conditions on record. Our asset management approaches will need to be resilient and flexible to adapt to this uncertainty.

legislative environmentWe are a statutory authority under the Water Act 1989. Our licence to operate is underpinned by a statement of obligations outlining the Government’s requirements. Our broader activities are governed by a number of other Acts, including the Catchment and Land Protection Act 1994, Safe Drinking Water Act 2003, Food Act 1984 and Environment Protection Act 1970.

Key regulators oversee our activities. The Environment Protection Authority Victoria assesses environmental impacts, licensed sites and management of recycled water. The Department of Health assesses drinking water quality. The Energy and Water Ombudsman Victoria investigates and resolves customer disputes if customers are not satisfied with our response to a complaint.

The State Government, through the Minister for Water, is responsible for setting overall water policy. Our financial performance is monitored by the Department of Treasury and Finance, which also assesses major capital works expenditure on behalf of the Treasurer.

Every five years we submit a Water Plan to the Essential Services Commission. This outlines our price and service proposal. New prices and service standards for the period 2013-18 took effect from 1 July 2013.

Operating efficiencyStrong efficiency drivers are expected to be maintained in the short and medium term. While the global economy is expected to progressively recover, there is significant pressure on the state budget. Increased water industry borrowings have contributed to pressure on the state credit rating and contributed to Government’s water sector efficiency initiative.

The State Government has commenced its water sector efficiency (fairer water bills) initiative to promote efficient water businesses. We have responded strongly to the efficiency push and have implemented numerous short and longer term initiatives, outlined in our Business Plan in section 2 of this document.

Political environmentThe water industry needs to be aware of any ‘shut down’ period prior to the state election scheduled for November 2014.

Population change, densification and the urban growth boundaryPopulation growth, shifting urban growth boundaries and alternative approaches to developments present challenges and opportunities. Melbourne’s growing population, which is set to increase by one million by 2026, will coincide with significant inner city growth. The Victorian Government’s Melbourne Planning Strategy will guide this growth over the next 30 to 40 years.

The increased ‘densification’ of areas like Southbank, Port Melbourne and Dandenong, coupled with the focus on whole-of-water-cycle management will drive the move from ‘one size fits all’ to tailored solutions.

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Regulatory reformIn late 2013, the Office of Living Victoria finalised its Melbourne’s Water Future plan which provides a list of key priority areas that must be considered by a water utility. Government has also released Terms of Reference for a review of Victoria’s framework for economic regulation for the water sector. The purpose of the review is to assess the performance of the existing framework and identify opportunities for improvement.

In the short term, Government is looking to trial inset competition for the provision of services to major greenfield areas and brownfield re-developments, as well as unbundling bulk entitlements to facilitate future water trading.

We continue to actively partner with Government and regulatory agencies to reduce the regulatory burden for our customers and other stakeholders.

TechnologyTechnological advancements continue to rapidly evolve. Access to data is critical and organisations will increasingly need to integrate information from multiple data sources. Capturing and analysing data will provide real business benefit. Our digital metering trials will provide validation of the benefits that could be obtained through better data capture and use.

Water resource managementThe fundamental components of water resource management and a long term focus on water security and minimising customer bills remain. We will continue to provide targeted customer information on water efficiency, deliver alternative supplies and use water trading to realise the benefits of water stored in the Murray and Goulburn systems. We expect these water efficiencies and alternative water supply programs will progressively integrate with the implementation of Melbourne’s Water Future.


Appendix B: Asset management Effective asset management is critical for our business because it determines our long-term investment profile and sets a large proportion of our controllable operating costs in the short term. Our capital delivery program remains leading-edge with the majority of key programs being delivered on time and within budget. We continue to perform well against benchmarks for drinking water quality and service reliability. Our innovative new competitive/collaborative delivery model is driving capital efficiencies.

Five, ten and twenty-five year asset management plans

Our asset management framework defines how we manage our infrastructure assets. In planning and managing our infrastructure, several factors are taken into consideration:

> current or desired levels of service for our customers and stakeholders

> associated costs of providing those service levels

> practices and systems that help us to manage our assets in the most efficient and effective way.

Water, sewerage and recycled water plans assist implementation of the framework. Each plan is based on defined service objectives and actions to achieve them, with strategic performance measures in place to determine how well the objectives are being delivered.

The optimum mix of current and future capital, operating and maintenance costs are considered across the full lifecycle of the assets. Robust risk assessment is used to determine the preferred timing for projects, programs and activities. This assessment is based on the likelihood of failure of the asset (condition) and the consequence of the asset failing (criticality). Asset failure is defined as not achieving the desired service level for our customers.

We expect new whole-of-water-cycle management investigations and planning initiatives from Office of Living Victoria will be funded within the 2014–19 planning period, without any major additional capital outlay.

Based on these considerations, the following five, 10 and 25-year capital investment programs have been developed.

Five-year capital program (2014-15 to 2018-19)

Water capacity plan

The objective of the water capacity program is to ensure South East Water’s system has sufficient capacity to deliver water to customers to satisfy their needs, while extending the service for new customers. The focus remains on growth investment rather than deficiencies in the existing system.

Major expenditure areas in our region in the future are predicted to be Hallam North, Officer, Clyde, Cranbourne and Dandenong. The water capacity (system extension) plan predicts expenditure of $72 million over the period, with an average annual expenditure of $12-16 million. These works will enable new customers to be connected to the water supply system while maintaining adequate pressure and flow standards to existing customers.

Water reliability plan

The objective of our water reliability plan is to avoid excessive service interruptions for customers. This is achieved through rigorous assessment and balancing emergency maintenance, preventative maintenance and asset renewals. We intend maintaining water main renewals at historic levels, with $45 million of investment proposed to renew an average of 30 kilometres each year to maintain current service levels.

Capital expenditure on renewal of critical distribution mains will continue, and consider both condition assessments and the risk consequence of a failure caused by potential bursts in these congested areas. We are working with Monash University and other partners on a research project, Advanced Condition Assessment and Pipe Failure Prediction, to improve our understanding in regard to large diameter distribution mains.

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The water reliability maintenance budgets include all the recurrent costs of running and maintaining the water supply system. Significant costs include those related to repairing water mains and replacing service pipes between the main and meter. Preventative maintenance costs have decreased through improvements in monitoring and evaluating planned mechanical activities and reassessment of civil inspection programs through revaluing risk profiles and past performance. The remainder of the plan targets valves, hydrants, and mechanical and electrical assets.

Water quality plan

The quality of water provided to customers is measured by laboratories and around the clock monitoring systems. Expenditure of about $1 million is planned for the five-year period and relates to installation of continuous online monitoring equipment, mobile chlorine dosing units and system alterations to address water quality issues associated with specific assets.

Sewer capacity plan

The primary objective of the sewer capacity program is to ensure there is sufficient capacity to safely collect and transfer sewage to treatment and disposal systems without risking the health of the community or environment. The majority of our sewer capacity programs remain driven by growth (as is the case for water) and compliance with the current containment standard.

To enable new customers to connect to the sewerage system without overloading it, and to ensure our water recycling plants can accommodate this loading, it is expected that $117 million will be required over the planning period, primarily to service the south eastern growth corridor. Due to population growth our major plants are at or nearing capacity. Consequently, upgrades costing $126 million will be required at our Boneo, Mt Martha, Lang Lang and Pakenham water recycling plants over the next five years.

Our new initiative, Peninsula ECO, for the delivery of backlog sewer services for the southern Mornington Peninsula area is well underway. This initiative will allow customers who are not on our scheduled program to connect early (2016), without disadvantage to other customers.

Sewer reliability plan

The objective of this plan is to ensure we provide a reliable collection system for sewage, without service disruption for customers or significant environmental and social impacts. The structural condition of the sewer system remains sound and the number of collapses is small because of our targeted sewer pipe inspection and renewal program. The reticulation network is not expected to show much change in the rate of renewal during the 2014-19 period.

We propose to spend $62 million over the planning period to maintain the current reliability of the sewerage system, renewing an average 20 kilometres of sewerage assets per annum over the period. Major programs include the reticulation renewal program, with expenditure of $15 million to reduce the risk of failure of concrete sewers. Expenditure of $5 million on the branch sewer renewal program will target larger critical assets with high consequences of failure.

Investment of $12 million in sewer rising mains is also planned. This would be confined to the Mornington Peninsula area to reduce the risk of spills. Other areas of investment include mechanical and electrical renewals at pump stations and at facilities associated with water recycling plants.

Recycled water plan

Between 2014-19 we propose to continue recycling in the south eastern growth corridor with investment of $56 million proposed over the period. These works include building recycled water distribution infrastructure comprising tanks, pump stations and pipelines.

Corporate

Corporate capital expenditure of $123 million in the planning period relates primarily to building our new head office at Frankston and information technology expenditure comprising equipment replacements and upgrades, customer system initiatives and asset management initiatives.


Ten-year program

The capital program by service (water, sewerage, recycled water) and by driver (growth, renewal, backlog, quality and other) for the next ten years is outlined in the graphs on pages 50 and 51.

200

250

150

100

50

0

Corporate Recycling Sewerage Water

TEN-yEAR PROGRAM By SERVICE ($MIllIONS)

2013

– 14

2014

– 15

2015

– 16

2016

– 17

2017

– 18

2018

– 19

2019

– 2

0

2020

– 2

1

2021

– 2

2

2022

– 2

3

2023

– 2

4

32 South East Water Corporate Plan 2014–19 Published May 2014 01 / STATEMENT OF CORPORATE INTENT 02 / BUSINESS PLAN 03 / KEY PERFORMANCE MEASURES 04 / APPENdICES South East Water Corporate Plan 2014–19 Published May 2014

200

250

150

100

50

0

Other Quality Renewals Backlog Growth

TEN-yEAR CAPITAl PROGRAM By DRIVER ($MIllIONS)

2013

– 14

2014

– 15

2015

– 16

2016

– 17

2017

– 18

2018

– 19

2019

– 2

0

2020

– 2

1

2021

– 2

2

2022

– 2

3

2023

– 2

4

33South East Water Corporate Plan 2014–19 Published May 2014

Twenty five-year program

Important trends and assumptions in the 25-year expenditure program are outlined below.

> The Office of Living Victoria’s whole-of-water-cycle management plan has the potential to significantly change the long term nature of asset delivery. Our proof of concept projects at Evans Road, Fishermans Bend and Port Melbourne will be iconic and provide a guide for the feasible future direction of the industry.

> Water reliability expenditure will significantly increase in the period from 2015 to 2030 – rising from 15 per cent of total expenditure to more than 30 per cent by 2030, as asbestos cement and reinforced concrete water reticulation pipes constructed in the 1950s age and bursts increase.

> Sewer reliability programs are expected to decrease after 2025 when the pre-1910 concrete reticulation sewers have been replaced, in addition to a significant portion of the 1920s concrete sewer assets.

> Growth is expected to remain steady within the south eastern growth corridor with periodic variations in the sewer budget as water recycling plants and major trunk routes are upgraded. This is ultimately dependent on the level of development activity. We expect increased infill growth, particularly in Southbank, Fishermans Bend and Port Melbourne.

> Backlog sewerage expenditure profile assumes completing all connections within a 20-year timeframe.

> There are changes in environmental and health standards emerging. It is assumed that the nature of these changes will have minimal impact on our asset management for at least the next 10 years.

D P01 / STATEMENT OF CORPORATE INTENT 02 / BUSINESS PLAN 03 / KEY PERFORMANCE MEASURES 04 / APPENdICES

34 South East Water Corporate Plan 2014–19 Published May 2014South East Water Corporate Plan 2014–19 Published May 2014 01 / STATEMENT OF CORPORATE INTENT 02 / BUSINESS PLAN 03 / KEY PERFORMANCE MEASURES 04 / APPENdICES

Table 2: Progress report – major projects identified in the 2013-18 Water Plan

PROjECTPROjECT OuTPuT TO BE ACHIEVED WITHIN REGulATORy PERIOD STATuS COMMENTS

2013–18 WATER PlAN VAluE ($ MIllION)

Rye - Portsea backlog scheme

(Peninsula ECO)

This agreed program with the Government and EPA will continue to replace septic tanks with sewerage connections to achieve environmental benefits. The scheme replaces aging and failing septic tanks, resulting in significant improvements to public health and the environment. This also includes the proposed customer-led backlog scheme.

Commenced advanced reticulation works on the Portsea/Sorrento and Rye B sections.

Contracted transfer system to delivery partner which is now in detailed design.

First property connection expected in mid-2014.

Expect to deliver $30 million savings for the whole project, due to our new competitive delivery models and favourable economic conditions.

Budgets of $57 million for reticulation and $42 million for transfer are expected to be delivered for $32 million and $37 million respectively.

$186

Boneo treatment plant capacity upgrade

An expansion of the sludge drying capacity is required by 2014–15 with duplication of the activated sludge plant and tertiary treatment plant required by 2016–17 to meet discharge standards.

The sludge drying project is underway.

The activated sludge is forecast to commence late in Water Plan 3 without adverse impacts.

Growth demand has eased.

We are considering delivering the project in stages, with the activated sludge project completion likely in Water Plan 4.

$48

Mt Martha treatment plant – long-term sludge upgrade

Capacity upgrade works required for the sludge drying system.

On track to be completed in early 2015.

SERWA alliance works progressing. Additional scope for digester upgrades included.

$22

lang lang treatment plant upgrade

The existing plant, comprising two lagoons, will no longer be able to produce effluent suitable for recycling because of the hydraulic and organic load.

This project is in the planning stage. Increased project scope to receive sewage from South Gippsland Water townships of Loch, Poowong and Nyora.

Works being planned in conjunction with a pressure sewer scheme partnership between South East Water and South Gippsland Water.

We have substantially reduced the capital cost of the scheme for South Gippsland Water by using our OneBox technology from our commercial arm, iota.

$13

Appendix C: Progress against Water Plan 3 This section summarises our progress in delivering our top ten projects against the current Water Plan (2013-18 Water Plan).


PROjECTPROjECT OuTPuT TO BE ACHIEVED WITHIN REGulATORy PERIOD STATuS COMMENTS

2013–18 WATER PlAN VAluE ($ MIllION)

Sewer mains renewal program

Reduce the risk of sewage spills to the environment and reduce the risk of adversely impacting customer service levels.

Project on track and under budget. Savings have been possible through our new competitive renewal delivery model.

$34

Water mains renewal program

Reduce the risk of unplanned water interruptions adversely impacting customers.

Project on track and under budget. Savings have been possible through our new competitive renewal delivery model.

$61

New office and fit out Gain efficiencies through centralising operations, as our business currently operates out of three locations.

Building under construction. Facing challenging site conditions. $78

Sewer rising mains renewal program

Reduce the risk of sewage spills to the environment.

Program under review.

We are proceeding with projects based on prioritisation now. Our current forecast is $13 million which reflects our new risk-based approach.

Through improved condition assessment we will defer some of our reliability projects.

The default position is to renew the entire asset, however with careful assessment using a variety of techniques we can target sections of the asset for renewal Example: The main budget for Sixth Avenue rising was $9 million, after detailed assessment we can reduce spend to $4.5 million and achieve acceptable risk.

$26

Pound Road sewerage pump station

To cater for residential growth in this catchment provision of sewerage services is required. The works need to have flexibility to accommodate the expected growth while maintaining environmental compliance with the one in five-year containment standard. $6.8 million of this project is forecast to occur in 2013-14.

Scope of project extended.

Well advanced, on budget and on time.

Trialling a ‘developer partnership’ where we take some key risks and the developer’s consultant manages the developer’s time risk.

Some lessons learnt. It is a good process, that manages risk well but it is a cumbersome contracting model that can be improved.

$7

Cranbourne recycled water tank

To provide the Cranbourne recycled water customers with water security in periods of high demand.

Contracted to delivery partner.

Currently at detailed design and site establishment stage.

We expect the cost be around $9 million which comes well under our $12 million budget.

$12

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Appendix D: Ministerial reporting directives

PERFORMANCE INDICATOR MEASuRE2012-13 RESulT

2013-14 TARGET

2014-15 TARGET

2015-16 TARGET

2016-17 TARGET

2017-18 TARGET

2018-19 TARGET

FINANCIAl INDICATORS

Internal financing ratio(net operating cash flow – dividends)/net capital expenditure per cent 32.6 22.0 39.2 61.2 71.3 77.6 90.8

Gearing ratio (debt to assets)total debt (including finance leases)/total assets per cent 31.7 34.8 35.4 36.3 36.4 36.2 35.8

Interest cover (cash)net operating cash flows before net interest and tax/net interest payments times 3.2 2.5 2.9 2.6 2.7 2.7 2.9

Current ratio current assets/current liabilities (excluding long-term employee provisions and revenue in advance) ratio 0.7 0.7 0.7 0.8 0.7 0.7 0.7

Return on assets (based on statutory asset values)earnings before net interest and tax/average assets per cent 4.3 4.2 4.3 4.4 4.7 5.0 5.5

Return on equitynet profit after tax/average total equity per cent 3.4 5.2 3.3 3.2 3.6 4.0 4.7

EBITDA Margin(earnings before interest, tax, depreciation and amortisation) /total revenue per cent 30.1 24.5 27.7 27.4 27.9 28.6 29.8

Table 3: Ministerial reporting directives / Financial indicators

3701 / STATEMENT OF CORPORATE INTENT 02 / BUSINESS PLAN 03 / KEY PERFORMANCE MEASURES 04 / APPENdICES

Table 4: Ministerial reporting directives / Non-financial indicators

PERFORMANCE INDICATOR MEASuRE2012-13 RESulT

2013-14 TARGET

2014-15 TARGET

2015-16 TARGET

2016-17 TARGET

2017-18 TARGET

2018-19 TARGET

NON-FINANCIAl INDICATORS

Service and environmental performance indicators (each treatment facility)

Reuse indicators

Effluent reuse per cent 23 23 23 23 23 23 23

Biosolids reuse (dry mass) per cent 91 100 100 100 100 100 100

Sewage treatment standards

Number of analyses complying with license agreements as per cent of samples per cent 100 100 100 100 100 100 100

Service and environmental performance indicators (whole of business)

Water supply interruptionsNumber of customers receiving five unplanned interruptions in the year per cent 0.027 0.027 0.047 0.047 0.047 0.047 0.047

Interruption time indicatorsAverage duration of unplanned water interruptions minutes 89.0 86.6 89.7 89.7 89.7 89.7 89.7

Restoration of water supplyUnplanned water supply interruptions restored within 5 hours per cent 99.0 99.4 99.0 99.0 99.0 99.0 99.0

Reliability of sewerage collection servicesSewage spills from reticulation and branch sewers (priority 1 and 2) number 390 500 539 539 539 539 539

Containment of sewer spillagesSewage spills contained within 5 hours per cent 100 100 100 100 100 100 100

Customer complaints indicatorsWater quality complaints per 1,000 customers number 2.7 2.5 2.7 2.7 2.7 2.7 2.7

Sewerage service quality and reliability complaints per 1,000 customers number 0.00 0.01 0.01 0.01 0.01 0.01 0.01

Billing complaints per 1,000 customers number 0.38 0.53 0.50 0.50 0.50 0.50 0.50

Sewage odour complaints per 1,000 customers number 0.03 0.05 0.05 0.05 0.05 0.05 0.05

Total net C02 equivalent emissions tonnes 39,741 42,000 42,900 43,700 44,600 45,500 46,400

South East Water Corporate Plan 2014–19 Published May 2014

20 Corporate DriveHeatherton VIC 3202 Locked Bag 1Moorabbin VIC 3189 Australia

Telephone (03) 9552 3000 Facsimile (03) 9552 3001 southeastwater.com.au/enquiries

For a full suite of South East Water’scorporate reports, visit southeastwater.com.au

South East Water Corporation ABN 89 066 902 547

Documents

SEW 2014-19 Corporate Plan