Health and safety at our core
We’re committed to keeping people healthy and safe. Whether it’s supporting the field crews who maintain and renew our assets, ensuring a safe network through our asset management plans, supporting our team, or educating the customers who live and work in the communities we serve. 

 

Safety

Explore how to stay safe around our gas and electricity networks.

Learn more

Supporting links

What we do
Contact us
Sustainability document library

Goals and targets FY27

Here's what we want to achieve for Pou hauora over the short, medium and long term.

Short term (1 April 2026 - 31 March 2027)

Keeping people safe: Commence monthly reporting of Powerco's proposed psychosocial risk management metric, which will help establish a benchmark for FY28 onwards.
Keeping people safe: 10% fewer overspeeds than the average of the previous three years.

Keeping people safe: Achieve workplace safety interaction targets at three levels: Directors (15), Executive Leadership Team (80), and Powerco team (500).

Keeping people safe: Achieve 35% positive incident reporting rate (near misses, push backs and hazard IDs).

Keeping people safe: Complete the remaining two investments to reduce our identified higher risk assets.

Keeping people safe: Being part of and presenting within monthly toolbox meetings to all of our gas network service providers to improve our safety relationships with our contractors. Running one 'Stop for Safety' session across all regions. 
 

What we did during FY26

  • Keeping people safe: Our Learning Management System was embedded within Powerco for enterprise use and to expand training offerings. A focus on meaningful reporting on health and safety training will be the focus for FY27, with network induction training and Network Operations Centre compliance training.

  • Keeping people safe: The health and safety risk assessment process and timing were reconsidered during FY26, with a bowtie risk summary for all critical risks agreed, and delivered.

  • Keeping people safe: We met our target of a <1.70 driving overspeed frequency rate during FY26, recording a rate of 0.95. Our future goal will be to continue to improve with 10% fewer overspeeds than the average of the previous three years.

  • Keeping people safe: We achieved all our workplace safety interaction targets. Directors' target 15, actual 17. Executive Leadership Team target 80, actual 85. Powerco team target 450, actual 789.

  • Keeping people safe:  We achieved our 25% positive incident reporting rate (near misses, push backs and hazard IDs), with an FY26 result of 67% positive reporting.

  • Keeping people safe: During FY26, we had a goal to complete 100% of the investment programme to mitigate higher risk safety assets. We achieved 82%. Nine of the 11 investments have been completed, with the remaining two now planned for FY27.

  • Keeping people safe: We delivered safety workshops by attending all of our service provider monthly toolbox meetings where we coordinated 'Stop for Safety' sessions with a focus on physical risks, using the 4Ds prompts (dumb, different, dangerous or difficult). Our team was also based in our service providers' offices for 2-3 days each week and attended their health and safety discussions, and undertook more than six audits per month in each region. 

  • Keeping people safe: A psychosocial risk management metric has been proposed. Formal endorsement and benchmarking are expected in FY27. 

What we did during FY25

  • We achieved or exceeded all of our Workplace Safety Interaction targets - Directors (15) Executive Leadership (82) and Powerco team (657)
  • We achieved 48% positive incident reporting rate (near misses, push backs and hazard IDs).  This exceeded our target of 25%
  • During FY25 we met with all of our service providers three times with a direct focus on safety. These included "stop for safety" sessions, a review of safety performance for the year and back-to-work safety sessions.  We also attend service provider's monthly toolbox meetings, covering all of the regions we distribute gas to.  These meetings discussed incident findings, KPI's, changes in standards, proactive reporting, new tools & operations, machinery, working around other's assets, interaction with customers, working around gas and driving.
 

 

  •  Limited work was undertaken during FY25 to establish a Psychosocial Risk Management metric, but this is still a goal for our company. 
     

The pillars of our work