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Reported |
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Partially or indirectly reported |
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Not reported |
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Code |
GRI |
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Reported |
Page |
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Profile |
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Strategy and Analysis |
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1.1 |
Statement from the most senior decision maker of the organisation (e.g., CEO, chair, or equivalent senior position) about the relevance of sustainability to the organisation and its strategy. |
 |
Chairman's Review |
6 |
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1.2 |
Description of key impacts, risks, and opportunities. |
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Chairman’s Review
CEO’s Report
Economic Performance - Long-term Value of the Business
Ecosystems and Heritage
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6
8
24
55 |
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Organisation Profile |
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2.1 |
Name of the organisation. |
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About Hydro Tasmania |
4 |
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2.2 |
Primary brands, products, and/or services. |
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About Hydro Tasmania |
4 |
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2.3 |
Operational structure of the organisation, including main divisions, operating companies, subsidiaries, and joint ventures. |
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About Hydro Tasmania |
4 |
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2.4 |
Location of organisation’s headquarters. |
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About Hydro Tasmania |
4 |
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2.5 |
Number of countries where the organisation operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report. |
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About Hydro Tasmania |
4 |
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2.6 |
Nature of ownership and legal form. |
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About Hydro Tasmania |
4 |
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2.7 |
Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries). |
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About Hydro Tasmania |
4 |
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2.8 |
Scale of the reporting organisation, including: number of employees; net sales or net revenues; total capitalization broken down in terms of debt and equity; and quantity of products and services. |
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About Hydro Tasmania |
4 |
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2.9 |
Significant changes during the reporting period regarding size, structure, or ownership including: (a) the location of, or changes in operations, including facility openings, closings, and expansions; and (b) changes in the share capital structure and other capital formation, maintenance and alteration operations.
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About Hydro Tasmania |
4 |
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2.10 |
Awards received in the reporting period. |
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About Hydro Tasmania - Awards |
4 |
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EU1 |
Installed capacity, broken down by primary energy source and by regulatory regime. |
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About Hydro Tasmania
Statistical Profile - Generating System
Note: Hydro Tasmania only has installed capacity in Tasmania
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4
139 |
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EU2 |
Net energy output broken down by primary energy source and by regulatory regime. |
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Statistical Profile - Generating System |
139 |
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EU3 |
Number of residential, industrial, institutional and commercial customer accounts. |
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| Types of Accounts |
Point of connection |
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Transmission |
Distribution |
| Residential |
- |
- |
| Industrial |
- |
- |
| Commercial |
- |
1 |
| Institutional |
1 |
- |
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In this table
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EU4 |
Length of above and underground transmission and distribution lines by regulatory regime. |
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We do not report on this issue as it is not material to our business - Hydro Tasmania is a generator. Transmission and distribution lines in Tasmania are the property of other companies.
Hydro Tasmania owns network service lines on the Bass Strait islands: transmission lines (>22kV) - less than 50km and Distribution lines (≤22kV) - less than 3km. No underground lines. |
In this table |
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EU5 |
Allocation of CO2e emissions allowances or equivalent, broken down by carbon trading framework. |
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We do not report on this issue as it is not applicable to our business - Hydro Tasmania does not expect to receive any allocation of permits under the Australian Government’s proposed emissions trading scheme. |
In this table |
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Report Parameters |
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3.1 |
Reporting period (e.g., fiscal/calendar year) for information provided. |
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About This Report |
2 |
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3.2 |
Date of most recent previous report (if any). |
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2007/08 |
In this table |
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3.3 |
Reporting cycle annual, biennial, etc.) |
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About This Report |
2 |
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3.4 |
Contact point for questions regarding the report or its contents. |
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About This Report - Contact |
3 |
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Report Scope and Boundary |
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3.5 |
Process for defining report content, including: • determining materiality; •prioritising topics within the report; and • identifying stakeholders the organisation expects to use the report. |
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About This Report |
2 |
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3.6 |
Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance. |
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About This Report |
2 |
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3.7 |
State any specific limitations on the scope or boundary of the report. |
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About This Report |
2 |
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3.8 |
Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organisations. |
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About This Report |
2 |
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3.9 |
Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report. |
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About This Report - Data collection and Basis |
2 |
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3.10 |
Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/ acquisitions, change of base years/periods, nature of business, measurement methods). |
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About This Report - Restatement |
3 |
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3.11 |
Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report. |
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About This Report |
2 |
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GRI Content Index |
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3.12 |
Table identifying the location of the Standard Disclosures in the report. |
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GRI Content Index 2008-09 |
143 |
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Assurance |
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3.13 |
Policy and current practice with regard to seeking external assurance for the report. If not included in the assurance report accompanying the sustainability report, explain the scope and basis of any external assurance provided. Also explain the relationship between the reporting organisation and the assurance providers.
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Banarra - Independent Assurance Statement |
14 |
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Governance |
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4.1 |
Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organisational oversight. |
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Corporate Governance - Corporate Governance Framework |
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4.2 |
Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organisation’s management and the reasons for this arrangement). |
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Corporate Governance |
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4.3 |
For organisations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. |
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Corporate Governance |
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4.4 |
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. |
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Hydro Tasmania website - Corporate Governance
Employees
Corporate Governance - Roles and Responsibilities of the Shareholder, Board and Management
Hydro Tasmania website - Board Committees |
Website
39
69
Website
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4.5 |
Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organisation’s performance (including social and environmental performance). |
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Hydro Tasmania website - Corporate Governance |
Website |
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4.6 |
Processes in place for the highest governance body to ensure conflicts of interest are avoided. |
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Hydro Tasmania website - Corporate Governance |
Website |
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4.7 |
Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organisation’s strategy on economic, environmental, and social topics. |
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Hydro Tasmania website - Corporate Governance |
Website |
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4.8 |
Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. |
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Hydro Tasmania website - About Us
Hydro Tasmania website - Corporate Governance, Codes and Policies
Governance
Corporate Governance
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Website
Website
65
69 |
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4.9 |
Procedures of the highest governance body for overseeing the organisation’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct and principles. |
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Corporate Governance - Board Committees
Hydro Tasmania website - Board Committees |
77
Website |
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4.10 |
Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance. |
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Corporate Governance |
69 |
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Commitment to External Initiatives |
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4.11 |
Explanation of whether and how the precautionary approach or principle is addressed by the organisation. |
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The risk management system (IBRM) assesses risks of operations, including high level environmental. The environment management system (ESMS) assesses environmental risks in greater detail. We minimise and reduce risk where possible. |
In this table |
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4.12 |
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organisation subscribes or endorses. |
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Hydro Tasmania website - Sustainability: Self-assessment Process |
Website |
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4.13 |
Memberships in associations (such as industry associations) and/or national/international advocacy organisations. |
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About Hydro Tasmania - Membership of Associations
Hydro Tasmania website - Business Development |
5
Website |
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Stakeholder Engagement |
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4.14 |
List of stakeholder groups engaged by the organisation. |
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External Stakeholders |
47 |
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4.15 |
Basis for identification and selection of stakeholders with whom to engage. |
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External Stakeholders |
47 |
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4.16 |
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. |
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External Stakeholders |
47 |
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4.17 |
Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting. |
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About This Report
Economic Performance
Assets and Resources
External Stakeholders
Ecosystems and Heritage |
2
21
31
47
55 |
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Electric Utility Sector Specific Disclosures on Management Approach |
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Aspect: Availability and Reliability |
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EU6 core |
Management approach to ensure short and long-term electricity availability and reliability. |
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Assets and Resources |
31 |
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Aspect: Demand-side Management |
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EU7 core |
Demand-side management programs including residential, commercial, institutional and industrial programs. |
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We do not report this indicator as it is commercial in confidence. |
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Aspect: Research and Development |
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EU8 core
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Research and development activity and expenditure aimed at providing reliable electricity and promoting sustainable development. |
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Economic Performance - Research and Development |
27 |
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Aspect: Plant Decommissions |
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EU9 core |
Provisions for decommissioning of nuclear power sites. |
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We do not report on this issue as it is not applicable to our business. Hydro Tasmania does not own or operate any nuclear power sites. |
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Management Approach |
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Economic |
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Economic Performance |
21 |
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Assets and Resource Use |
31 |
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Environmental |
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Ecosystems and Heritage |
55 |
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Labour Practices |
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Employees
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39
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Human Rights |
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Employees.
Hydro Tasmania does not specifically state a management approach on human rights. We support and respect the protection of internationally proclaimed human rights (Sustainability Code) and adhere to national legislation pertaining to this issue. We have procedures that address human rights for employees, such as non-discrimination, freedom of association and collective bargaining, complaints and grievances. Australian law prevents forced and compulsory labour and child labour.
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39
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Society |
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Governance
Assets and Resource Use
External Stakeholders |
65
31
47 |
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Product Disclosure |
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Economic Performance - Customers and Business Growth |
28 |
