❓ A parliamentary question regarding Western Power's overseas travel expenses for two executives to study safety and health practices in UK and US utilities, and the benefits derived from the trip.
AnsweredQoN 710Legislative Council
QuestionView source ↗
WESTERN POWER — OVERSEAS TRAVEL
(1) Can the minister confirm that Western Power general manager, Paul Italiano, and group manager, Andre Winarto, travelled business class around the world for two weeks to visit English and American utilities? (2) Who approved this trip; what did it cost in total; and who paid for it? (3) What benefit did this travel have, and were any reports produced; and, if so, will the minister table them? (4) What information gathered on this trip could not have been gathered from utilities and companies in Australia? Hon PETER COLLIER
(1) Can the minister confirm that Western Power general manager, Paul Italiano, and group manager, Andre Winarto, travelled business class around the world for two weeks to visit English and American utilities? (2) Who approved this trip; what did it cost in total; and who paid for it? (3) What benefit did this travel have, and were any reports produced; and, if so, will the minister table them? (4) What information gathered on this trip could not have been gathered from utilities and companies in Australia? Hon PETER COLLIER
AnswerView source ↗
I thank the honourable member for some notice of this question. (1) The travel involved visits to electricity network operations in the United Kingdom and America to investigate global best practice in safety and health. (2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
(2) Who approved this trip; what did it cost in total; and who paid for it? (3) What benefit did this travel have, and were any reports produced; and, if so, will the minister table them? (4) What information gathered on this trip could not have been gathered from utilities and companies in Australia? Hon PETER COLLIER replied: I thank the honourable member for some notice of this question. (1) The travel involved visits to electricity network operations in the United Kingdom and America to investigate global best practice in safety and health. (2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
(3) What benefit did this travel have, and were any reports produced; and, if so, will the minister table them? (4) What information gathered on this trip could not have been gathered from utilities and companies in Australia? Hon PETER COLLIER replied: I thank the honourable member for some notice of this question. (1) The travel involved visits to electricity network operations in the United Kingdom and America to investigate global best practice in safety and health. (2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
(4) What information gathered on this trip could not have been gathered from utilities and companies in Australia? Hon PETER COLLIER replied: I thank the honourable member for some notice of this question. (1) The travel involved visits to electricity network operations in the United Kingdom and America to investigate global best practice in safety and health. (2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
Hon PETER COLLIER replied: I thank the honourable member for some notice of this question. (1) The travel involved visits to electricity network operations in the United Kingdom and America to investigate global best practice in safety and health. (2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
I thank the honourable member for some notice of this question. (1) The travel involved visits to electricity network operations in the United Kingdom and America to investigate global best practice in safety and health. (2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
(1) The travel involved visits to electricity network operations in the United Kingdom and America to investigate global best practice in safety and health. (2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
(2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
(3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
(4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
(2) Who approved this trip; what did it cost in total; and who paid for it? (3) What benefit did this travel have, and were any reports produced; and, if so, will the minister table them? (4) What information gathered on this trip could not have been gathered from utilities and companies in Australia? Hon PETER COLLIER replied: I thank the honourable member for some notice of this question. (1) The travel involved visits to electricity network operations in the United Kingdom and America to investigate global best practice in safety and health. (2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
(3) What benefit did this travel have, and were any reports produced; and, if so, will the minister table them? (4) What information gathered on this trip could not have been gathered from utilities and companies in Australia? Hon PETER COLLIER replied: I thank the honourable member for some notice of this question. (1) The travel involved visits to electricity network operations in the United Kingdom and America to investigate global best practice in safety and health. (2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
(4) What information gathered on this trip could not have been gathered from utilities and companies in Australia? Hon PETER COLLIER replied: I thank the honourable member for some notice of this question. (1) The travel involved visits to electricity network operations in the United Kingdom and America to investigate global best practice in safety and health. (2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
Hon PETER COLLIER replied: I thank the honourable member for some notice of this question. (1) The travel involved visits to electricity network operations in the United Kingdom and America to investigate global best practice in safety and health. (2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
I thank the honourable member for some notice of this question. (1) The travel involved visits to electricity network operations in the United Kingdom and America to investigate global best practice in safety and health. (2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
(1) The travel involved visits to electricity network operations in the United Kingdom and America to investigate global best practice in safety and health. (2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
(2) The travel was approved by Western Power’s managing director, as well as myself, and cost $46 420.32, which was paid for by Western Power. (3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
(3) The aim of the travel was to investigate opportunities to build and deliver a safer and more cost-effective network. The benefit to the two senior managers who undertook the travel relates to their direct accountability for safety and the operational workforce. Following the travel, Western Power has undertaken a significant restructure of its safety and health management system, implemented a significantly revised approach to its safety and health management information system, and restructured the model for governing safety accountabilities within the organisation. The travel has resulted in direct improvements in Western Power’s safety and health programs and governance. These improvements have been delivered across the business through a variety of methods, including presentations and reports and direct briefings with the managing director, executives, safety staff and field staff, including contractors, who have used this to inform their teams and improve the efficiency of Western Power’s operations. Western Power has been able to reduce the total cost of employment in the safety branch by $450 000 per annum as a result of information obtained through this travel. (4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
(4) The overseas organisations offered unique opportunities not offered in Australia. They were specifically chosen as they represent world’s best practice in the electricity industry for safety and health management. Several of the companies visited had recent safety records that had improved significantly after experiencing fatalities. Western Power has used the valuable information gained to improve both public and workforce safety. These overseas companies were also chosen because they were operating in a more competitive, lower cost environment, causing them to consider innovative ways of reducing cost and improving safety. Western Power was interested in ascertaining whether there were any innovative approaches that it could consider adopting. Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
Hon Ljiljanna Ravlich interjected. The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
The PRESIDENT : Order! You cannot ask a question from your chair, for a start; and you cannot ask a question by interjection.
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