We are pleased to present Yarra Valley Water’s Annual Report
For a broader discussion of the programs and initiatives
for the financial year ending 30 June 2017, in accordance with


we rolled out this year, see the 2016-17 Highlights section
the Financial Management Act 1994.
of this Annual Report.
Our activities are guided by our Statement of Obligations and
In 2016-17 we continued to deliver initiatives to achieve
policy directions set out in the State Government’s Water
savings to ensure we met our productivity targets, including
for Victoria policy and Letter of Expectations. We made good
participating in water industry productivity and efficiency
progress in the past year on the achievement of our 2020
benchmarking. We remained focused on keeping customers’
Strategy, which targets breakthrough performance across the
bills as low as possible to ensure we were not adding to
entire scope of our operations.
additional cost of living pressures - the average residential
bill in 2016-17 was approximately $1,062, which represents
Key highlights consistent with the above include:
a 8.1% reduction since 2013-14.
Development of our Urban Water Strategy to provide
Our financial projections remained stable throughout 2016-17.
sustainable water provision for the next 50 years
We are committed to delivering ongoing productivity savings
Conducting a comprehensive Citizens’ Jury process to put
that optimise service delivery to our customers. In 2016-17,
the community at the centre of our long-term planning for
we implemented considerable changes to our organisational
future services and prices
structure to provide an even stronger focus, platform and
processes to deliver positive outcomes in relation to customer
Release of our first Reconciliation Action Plan
service and operational productivity.
Launch of our ‘Rewaste’ waste-to-energy facility, converting
We continued to construct the foundation infrastructure to
food waste into renewable energy that supplies over 20%
enable sustainable development in our service area. This
of our energy needs while reducing landfill waste and
includes a five-year, $400 million investment in water and
carbon emissions
sewerage infrastructure for Melbourne’s fast-growing northern
Delivering the Amaroo Main Sewer six months ahead of
corridor. This vital infrastructure will support 100,000 new
schedule and $30 million below budget
homes, 300,000 residents and 80,000 new jobs.
Achievement of our best-ever safety results
The achievements contained in this Annual Report would not
have been possible without the support and efforts of our
Recognition as one of Australia’s best employers in the annual
staff, leadership team and directors. This has been a year of
Aon Hewitt Best Employer awards - the first government
significant achievement, built on a great organisational culture
enterprise to achieve this recognition in over a decade
focused on ensuring we meet the community’s needs now, and
Improvement in Net Promoter Scores for our customer
in the future.
service interactions
Implementation of our diversity strategy with our overall
staff profile matching the diversity of the community we
serve, achievement of 50% gender equity on our Executive
team, and strong progress towards equity across people
Sue T O’Connor
management and technical roles
Our leadership in supporting vulnerable members of the
community with the launch of the cross-sector Vulnerability
Roundtable, and significantly contributing to the development
of a Family Violence policy for water utilities
Recognition as one of the top 10 Australian organisations for
Corporate Social Responsibility by the Australian Centre for
Patrick J McCafferty
Corporate Social Responsibility.
Managing Director