OPTUS COMMUNITY AND ENVIRONMENT REPORT 2004 · Optus Community and Environment Report 2004 ... The telecommunications industry ... GSM mobile market and leads the mar-

OPTUS COMMUNITY ANDENVIRONMENT REPORT 2004

WORKPLACE COMMUNITY ENVIRONMENT

Optus Community and Environment Report 2004

Table of Contents

MESSAGE FROM THE CHIEF EXECUTIVE 1

EXECUTIVE SUMMARY 2

ABOUT OPTUS 3Who we are and what we do 3

OPTUS WORKPLACEEnterprise Partnership Agreement 6Staff Opinion Survey 6Occupational Health and Safety 7Training 7Safety 7OH&S Risk Management Review 7Injury Management and Early Intervention 7Health and Wellbeing Program 7Corporate Games Participation 8

COMMUNITY SUPPORTCommunity 10Kids Help Line 10Juvenile Diabetes Research Foundation 10Starlight Children's Foundation 10Optus Golf Challenge 11Workplace Giving 11

Arts 12Bell Shakespeare Company 12State Library of Victoria 12Australian Brandenburg Orchestra 12Cirque du Soleil 13Company B Belvoir 13

Sport 14Jack Newton Golf Foundation 14Tennis 14Melinda Gainsford-Taylor 15AFL 15

Consumer Liaison Forum 16Cultural and Linguistic Diversity Plan 17Disability Action Plan 17Code Compliance 18

ENVIRONMENTEnvironmental Policy and Environmental Management System 20Environmental Audits 21Environmental Actions 21Community Consultation 21Optus Construction Works 21Training and Learning 22Protecting Flora, Fauna and Heritage 22Minimising Visual Impact 24

Environmental Compliance 24Infringements 24Diesel Fuel Spills 24Reducing Resource Consumption 25Electricity 25Solar Power 25Air Conditioning 25Lighting 25Fuel 25Water 26CFCs 26

Recycling and Reducing Waste 27Lead Acid Battery Recycling 27Mobile Phones and Batteries 27White Goods 27Plastic Cups 27Paper Towels 27Toner Cartridges 27Office Paper 28

COMMITMENTS TO THE COMMUNITY AND ENVIRONMENTAL TARGETS 29Challenge of the Electromagnetic Energy Debate 35

FACING THE FUTURE 36FEEDBACK AND CONTACTING OPTUS 37



This report has been prepared with reference to theGlobal Reporting Initiative’s (GRI) 2002 SustainabilityReporting Guidelines, including the Telecommuni-cations Supplement July 2003. GRI’s mission is to pro-mote international harmonisation in the reporting ofrelevant and credible corporate economic, environ-mental and social performance to enhance responsibledecision making. Financial reporting is reported sepa-rately as part of the SingTel Full Financial Report.


1 Optus Community and Environment Report 2004

The telecommunications industry is unique in that it connects people in ways that were once never thought possible.

Optus connects communities through improved infra-structure. Since March 2002, Optus has spent A$330million on 400 new mobile base stations, approximate-ly half of which are in rural and regional Australia. Bythe end of 2004, we will have added 100,000 squarekilometres of coverage in these areas.

But improving community connectivity means muchmore than providing the right infrastructure. As a largecompany, we have a responsibility to give back to theplaces in which we operate. We do this by supporting awide range of initiatives through sponsorship and com-munity support, and maintaining sustainable businesspractices. Optus is pleased to present a detailed reporton these activities in this, our fifth Community andEnvironment Report.

Our commitment to the community starts with our peo-ple. As the newly appointed Chief Executive of Optus, Itake enormous pride in the company’s achievements

over the past 18 months. This includes the introductionof an Enterprise Partnership Agreement (EPA) in 2003,which 87 per cent of staff voted for. The EPA includesincreased paid parental leave, consideration of careerbreaks for up to three months of unpaid leave and acontinued option for staff to buy or sell up to one weekof annual leave a year.

Our impressive community support and sponsorshipprogram demonstrates our commitment to the society inwhich we live and work. We have helped provide a freecounselling service for young Australians in need, madeit possible for students in regional Australia to watch liveperformances of Shakespeare from their school comput-ers and enabled the nation’s future tennis champions totake part in international competitions.

We also need to ensure that the work we do today does not adversely impact on the environment and thecommunities of tomorrow. That is why we are equallyas committed to responsible environmental practices.In 2004 this included protecting sites that had signifi-cant archaeological value, analysing the risk of potentially contaminated soils and sponsoring environ-mental work to rehabilitate natural reserves andremove rubbish.

As always, we value feedback from our stakeholders.We encourage you to contact us so we can continue to improve our services and engage meaningfully withall Australians.

Paul O’Sullivan Chief ExecutiveOptus

Message from the Chief Executive



Executive Summary

This report aims to document Optus’ community achievements in 2004 anddemonstrate our best-practice envi-ronmental performance. It gives anoverall picture of who Optus is andwhat we do.

Optus serves more than 6 million Australians each dayand since 1992 has invested over A$7 billion to con-struct telecommunication network infrastructure. Asthe company has evolved, we have developed initiativesto better meet the needs of our employees, our cus-tomers and the communities within which we operate.We have also sought to minimise our impact on theenvironment.

In 2004 Optus implemented new workplace programsincluding an Enterprise Partnership Agreement whichgives staff increased choice and flexibility in employ-ment benefits. We also introduced a staff opinion sur-vey and new occupational health and safety initiatives.

As part of our commitment to supporting the commu-nity, Optus proudly supports groups such as the

Starlight Children’s Foundation, arts organisationsincluding the Bell Shakespeare Company and sportsassociations such as Tennis Australia. Optus is intro-ducing new efforts to further support our communi-ties, such as a workplace giving scheme which allowsstaff to make pre-tax donations to charity. We continuewith other important community initiatives such as theDisability Action Plan and the Cultural and LinguisticDiversity Plan.

Optus’ vision is to be: ‘the outstand-ing provider of challenger telecommu-nications solutions in Australia and theregion’.

Optus is keenly aware that the work we do must notadversely impact on the environment. In 2004, wereviewed and updated our Environmental ManagementSystem to better address the construction risks asso-ciated with the installation of telecommunications sys-tems. Optus also continues to use innovative installa-tion techniques to ensure that the visual impact ofmobile infrastructure is minimised.

Ongoing environmental initiatives include implement-ing training programs and working closely with coun-cils, governments and community groups to protectour nation’s flora, fauna and heritage. We are alsoreducing our own resource consumption by installingmore efficient air-conditioning and increasing solarpower generation, and we continue to implement recy-cling and waste reduction strategies.

Optus’ vision is to be: ‘the outstanding provider of chal-lenger telecommunications solutions in Australia andthe region’. The demonstration of our corporate socialresponsibility will be one of our key performance objec-tives over the next three years.



About Optus

WHO WE ARE AND WHAT WE DO

Optus is an Australian leader in inte-grated communications serving morethan 6 million customers each day.The company provides a broad rangeof communications services includingmobile, long distance, local and inter-national telephony services, businessnetwork services, Voice over IP, broad-band, Internet, satellite services andsubscription television.

In 2001, SingTel became the parent company ofOptus, paving the way for it to become a strong andstrategic telecommunications player within the AsiaPacific region.

Optus is divided into five major business units: Mobile,Business, Small Business, Wholesale and Satellite,and Consumer and Multimedia. Optus Network

Cairns

Sydney

Adelaide

Kalgoorlie

Broome

Darwin

AliceSprings

Port Hedland

Geraldton

Perth

Katherine

Port Augusta

Melbourne

Canberra

Mt Isa

Brisbane

Hobart

Launceston

VIC

SA

NSW

WA

TAS

NT

QLD

Newcastle

C Satellite

Southern Cross

Bega

APCN/Jasuraus

Broken Hill

Mildura

Dubbo

BathurstGriffith

Adels Grove

Yulara

Emerald

Port Lincoln

Albany

Busselton Bunbury

B1 SatelliteB3 Satellite A3 Satellite

National Earth Stations

International Earth Stations

International Fibre Optic Cable

Fibre Optic

SDH Digital Microwave Link

Leased Trunk Capacity

Local Fibre Ring in CBD

Mobile Digital(GSM)coverage

Proposed D-Series Satellites

Switching Systems

Broadband Local Network



Since it commenced operations in 1992, Optus hasinvested more than A$7 billion to construct its fixed,mobile and satellite networks, including central busi-ness district and suburban local access networks aswell as optical fibre, national trunk, hybrid fibre coaxi-al and international undersea cables.

Our Mobile Business unit has captured around one third of the total AustralianGSM mobile market and leads the mar-ket in mobile data take up.

These networks provide the company with anadvanced technology system that delivers sophist-icated communications, information and entertain-ment services.

Our Mobile Business unit has captured around onethird of the total Australian GSM mobile market andleads the market in mobile data take up. Optus alsoholds a national 3G licence and is working to developcutting-edge mobile data technology.

Optus Business is ready for the future with almost halfits revenue now coming from data services. It is a leaderin alternative access services, providing a new level ofcommunications flexibility for businesses of all sizes.

The Optus Small Business unit meets the telecommu-nications needs of small to medium businesses inAustralia, offering a range of services in one easy-to-purchase package and giving customers a single pointof contact with Optus that makes doing business easy.

The Optus Wholesale and Satellite unit provides servic-es and capacity to other telcos and communicationscompanies. The unit unites Optus’ wholesale and inter-national operations, including satellite across theSingTel Group.

Our Consumer and Multimedia unit’s key strength is itsextraordinary range of services and products. Theseproducts include Optus Television, long distance andlocal telephony and high-speed Internet access.

About Optus

WORKPLACE


In 2003, 87 per cent of staff voted in favour of the Optus EnterprisePartnership Agreement (EPA). The 2003EPA offers choice, growth and flexibilityin employment benefits. It includesincreased paid parental leave of eightweeks, consideration of career breaksfor up to three months of unpaid leaveand a continued commitment to offeringstaff the opportunity to buy and sell upto one week of annual leave a year. Inaddition to the benefits provided by theEPA, staff also have access to family-friendly benefits, including par-ents’ rooms in Melbourne and Sydney,parental leave seminars and annual‘Yes’ days where staff and their familiesenjoy a picnic sponsored by Optus.

Our web-based learning management system, MyLearning, is continuallyupgraded to ensure staff can easilyidentify, apply for and track theirlearning and development.

More than 80 per cent of staff completed an opinionsurvey in 2003. The survey was an excellent opportuni-ty for management to identify ways of improving staffengagement. Some of the most important considera-tions highlighted by the survey were the need for ‘realtime’ recognition of exceptional staff effort; increasedvisibility of career opportunities; and the simplificationof cumbersome business processes that reduce staffeffectiveness. As a result, ‘spot’ awards to recognisestaff efforts have been introduced. The survey alsoprompted the launch of Career Choices, a website tohelp staff achieve their career goals. Staff also provid-ed feedback on areas that could be improved to posi-tion Optus as an employer of choice.

The 2003 staff feedback survey centred on learning anddevelopment, which will be a major focus for Optus in2004-05. Our web-based learning management sys-

tem, MyLearning, is continually upgraded to ensurestaff can easily identify, apply for and track their learn-ing and development.

Enterprise PartnershipAgreement

Staff Opinion Survey


The Career Choices website



TRAINING

Occupational Health and Safety (OH&S) training is an important aspectof the OH&S management system andOptus provides a wide range of train-ing programs. In 2004-05, a company-wide training needs analysis will beconducted to make sure training pro-grams provide the most up-to-datehealth and safety information.

Online training for heat stress and stress managementis being developed in 2004. OH&S training is alsobecoming fully integrated into MyLearning.

SafetyOptus is committed to promoting safety throughout theorganisation. Safety initiatives in 2004-05 will include:

• reporting health and safety performance at executivemeetings;

• providing safety leadership training for senior management;

• reviewing the company OH&S policy; and

• developing OH&S management plans for all businessunits, signed by the Managing Director.

OH&S Risk Management ReviewOptus will review its OH&S risk management system in2004-05. Following an audit in 2003 the following initia-tives are being implemented:

• upgrading the Optus incident report form to an onlineprocess using the human resources programEmployee Connect;

• piloting a risk-based decision making training program to continue the development of skills tomanage risk in the workplace; and

• completing a full review of the safety managementsystems of all Optus suppliers and introducing theAccredited Contractor Induction Card.

Injury Management and Early InterventionThroughout 2004-05, Optus will continue to focus onthe impact of workplace injuries. Strategies include:

• continuing to introduce the Injury ManagementTraining Program through all business units;

• implementing an executive contact model that incorporates Optus’ executives in the rehabilitationprocess for seriously injuries workers; and

• supporting ‘return to work’ coordinators who work inhigh risk business areas.

Health and Wellbeing ProgramIn 2003-04 Optus expanded its Health and Wellbeingprograms and introduced a national ‘healthy living andwork-life balance’ focus. The Health and Wellbeingwebsite was launched in October 2003 and monthlytopics range from physical activity to organic food,along with information about healthy living.

Occupational Health and Safety



In addition, ‘Yes’ days were run nationally. About 4,000adults and children attended these family events,where Optus employees, their partners and their chil-dren enjoyed a day of fun, food and entertainment.

Health expos were run across eight major sites andwere attended by more than 1,850 employees. Theexpos included blood pressure, glucose and cholesteroltesting; body composition [analysis]; quit smoking [ses-sions]; low fat cooking demonstrations; and relaxationand de-stress sessions.

Optus’ preferred gym and Employee Assistance Program(EAP) providers also attended the expos and offeredemployee gym discounts, EAP information, stress man-agement advice and massages. Sites that did not haveHealth Expos were given health information packs.

The EAP is a counselling and advice service foremployees and their immediate families providingprofessional assistance for any personal or work-related problems. The service, provided by independ-ent external consultants, is confidential and aims toenhance employee well-being, both personally and inthe workplace.

In 2004-05, Optus will continue to support these events and initiatives and will expand the Health andWellbeing program to include the Global CorporateChallenge, local walking groups, and Flu Vaccinationprograms.

Corporate Games ParticipationIn March, 680 staff competed in the NSW CorporateGames. This great turnout meant that once againOptus won the Sport for Life award with the largestteam in the event. Teams also competed in the gamesin Victoria and Queensland and in the winter event at Thredbo.

In NSW, 250 staff competed in the annual City to Surfrun in August.

Occupational Health and Safety

Optus Staff enjoy ‘yes’ Day at Luna Park

COMMUNITY



Community

The Optus philosophy is to give backto the community by providing supportto a range of arts, community andsporting organisations.

The organisations we partner with reflect our valuesand strengthen the communities we operate within.These organisations are driven by common values ofexcellence and innovation, and share Optus’ challengerspirit. We prefer to do fewer things better, providingdeep and involved support to these organisations.

Our sponsorship and community initiatives deliverbenefits through financial contributions, the provi-sion of communications services, the contribution ofmanagement expertise, and most importantly, staffparticipation and support.

Optus takes great pride in its sponsorship and commu-nity activity and is committed to ensuring Australianshave the opportunity to realise their full potential nowand in the future.

Because we are a young organisation ourselves, Optus has chosen to focus on youth charities in ourcommunity activity.

Kids Help LineOptus has been working with Kids Help Line (KHL) since1999. KHL provides a free, professional counselling serv-ice for young Australians in need. In 2000, Optus sup-ported the establishment of the world’s first free Internetcounselling service. During 2003 Optus’ support for KHLhas helped achieve:

• 93,843 more calls answered in 2003 (523,825 calls)than in 2002 (429,982 calls);

• an increase in the number of counsellors trained inweb-counselling from 26 to 49;

• an increase in rostered online counselling hoursfrom 120 to 272 hours per week;

• extended web-counselling hours during weekdaysand an extension to Saturday hours;

• a 94 per cent increase in web-counselling contacts(6,108 contacts compared with 3,145 in 2002); and

• a 43 per cent increase in email counselling contacts(7,354 contacts compared with 5,148 in 2002).

Juvenile Diabetes Research FoundationOptus has been involved with the Juvenile DiabetesResearch Foundation since 2000. ‘Walk To CureDiabetes’ is an annual event that helps raise money to fund essential research. In the 2003 financialyear Optus increased its commitment, becoming a‘National Walk Leader.’ Staff raised over $50,000 forthe foundation.

Starlight Children's FoundationThe Starlight Children’s Foundation is dedicated to brightening the lives of critically, chronically andterminally ill children aged from 4 to 18. Founded in1988, Starlight’s magic touches around 220,000 chil-dren and their families each year through its wishgranting and entertainment programs for children inand out of hospital.

Optus has been a supporter of Starlight for nearly 11years, and each year participates in Star Day, themajor fund raising event for the Foundation. Over thepast year, staff have raised in excess of $80,000 forthese special children.


Optus Golf Challenge In 2003, for the first time in its 13 year history, theOptus Golf Challenge was used to support two chari-ties, the Starlight Foundation and Kids Help Line.Optus donated $1,000 for every team entered in theevent and, with 37 teams registered, each charityreceived $18,500. Over the years Optus has raisedclose to $437,000 for charity from the Golf Challenge.

Optus is introducing a Workplace Giving scheme to allow staff to makepre-tax donations to charity.

In 2004 Optus staff voted on which charities they wanted to be included in the program. This importantinitiative enables employees to be involved in Optuscharity work and makes it easy for them to give to thecharity they select.

Testimonial: Juvenile DiabetesResearch Foundation (JDRF)

“JDRF’s mission is to find a cure for juvenile (type 1)diabetes, an autoimmune disease, and its complica-tions through the support of medical research.

“Our largest fundraising event, the annual Walk To Cure Diabetes, targets corporate organisationsand their employees. Since 2000, Optus employeeshave participated in the Walk campaign and Optusexecutives have assisted JDRF to recruit other corporate organisations. Each year the supportfrom Optus and its employees has made a criticalcontribution to the ongoing success of the event.

“In 2003, Optus increased its involvement and becamea National Walk Leader. This involves encouragingand supporting the involvement of staff nationally,recruiting other organisations to participate in theWalk and making a cash donation. Optus and itsemployees contributed more than $78,000 in 2003.This places Optus in the top 10 of all organisationsparticipating in the Walk and is proof of the fantasticsupport it provides.


Workplace Giving



Arts

“Each year from August to November, Optus employees throughout Australia undertake fundrais-ing activities for JDRF. At a national level, that’s prob-ably the most powerful thing Optus does for us. Byencouraging and supporting their employees’ activeparticipation in the campaign, Optus makes a signifi-cant contribution to our activities.

“Optus’ increased involvement with JDRF demon-strates it is committed, not only to helping find acure for juvenile diabetes, but also to supporting theactivities of its employees. The best thing about thispartnership is how the company motivates and facili-tates employee involvement right across the countryto fundraise for JDRF.”

James ClampettCorporate Marketing Manager, Juvenile Diabetes Research Foundation

Optus is committed to maintaining Australia’s artistic and cultural life bysupporting arts organisations. Theinstitutions and artists Optus supportsshowcase some of Australia’s finestartistic talent.

Bell Shakespeare CompanyIn June 2003, Optus announced its Principal Education& Youth Sponsorship of The Bell Shakespeare Company.Our support has enabled Bell Shakespeare to expand its education activities and reach more students inschools across Australia, including those in remote andrural areas.

Education and youth are critical to Bell’s activities and this sponsorship encourages further develop-ment of their role as an educator, entertainer andcommunity builder.

In April 2004 we assisted Bell by broadcasting an Actorsat Work performance from a studio in Darwin to schoolsin outback Northern Territory. The performance wasbroadcast via Optus Satellite, using our Interactive

Distance Learning product. This was the first time thestudents had seen a performance of Shakespeare.

State Library of Victoria Optus is strongly committed to supporting the businessprograms, activities and collections of the State Libraryof Victoria. This includes sponsorship of business eventsand the biannual Keith Murdoch Oration.

In February 2004, Optus was announced as presenting partner of Cirque du Soleil’s ‘Quidam’Australian tour.

Australian Brandenburg OrchestraOptus is the Australian Brandenburg Orchestra’s prin-cipal sponsor and this support has enabled the orches-tra to grow from a fledgling arts organisation to one ofAustralia’s most widely recognised cultural icons. Inrecognition of the high calibre of its performances in2003, the orchestra was admitted to the MajorPerforming Arts Group of the Australia Council.

WORKPLACE ENVIRONMENT


Cirque du SoleilIn February 2004, Optus was announced as presentingpartner of Cirque du Soleil’s ‘Quidam’ Australian tour.Cirque du Soleil has more than 50 performers from tencountries and its performance is a combination of acro-batic artistry, technical expertise, extravagant designand exceptional music, which is woven into a seamlesswhole by an emotional dramatic thread.

Company B BelvoirOptus has been a major partner of this theatre compa-ny since 1998. In 2003, Optus increased it commitmentand became the Company B Corporate Partner, mak-ing us the most significant corporate financial investorin the company.

Company B has helped build the careers of many ofAustralia’s greatest actors, including Geoffrey Rush,Cate Blanchett, Jacqueline McKenzie and RichardRoxburgh. It has also produced some of the nation’smost significant theatrical works of the last 20 years.

Testimonial: The Bell Shakespeare Company

“The Bell Shakespeare Company was established in1990 with a donation of $350,000 and a vision to pro-duce Shakespeare by Australians for Australians. Thecompany now turns over $7 million annually andreaches a quarter of a million Australians each year.Bell Shakespeare today has two distinct but overlap-ping components; the production of Shakespeare andthe delivery of a contemporary, challenging and ener-getic education program that is available to as manyyoung Australians as possible.

“Optus is taking a leadership role and creating wonderful examples forother people to follow.”

“Over the past two years we recognised that to makethe education program work, we needed a corporatesupporter. Optus filled that role when it came onboard as our Principal Education & Youth Sponsor in2003. Optus’ support runs right through everything wedo with young people including workshop touring

programs, scholarships, teacher resources and stu-dent activities. Its support has also allowed us toexpand an existing program which involves broadcast-ing Shakespeare performances via Optus satellitetechnology to regional schools.

“Thanks to Optus’ support of this initiative, in 2004 students in the Northern Territory used their

COMMUNITY

The Bell Shakespeare Company in action



computers to watch their first live performance ofShakespeare. They could then dial in, ask questionsand watch the actors answer as if they were in thestudio. It was an amazing experience for the actors,the students, the people in the studio and the Optusstaff who witnessed it.

“This is an excellent example of leadership in partnerships; Optus is taking a leadership role and creating wonderful examples for other peopleto follow.”

Jill BerryGeneral Manager, The Bell Shakespeare Company

Jack Newton Golf FoundationOptus is committed to developing the sporting talent of young Australians. This year, for the first time, thecompany supported the Jack Newton InternationalJunior Classic by providing scholarships for two lead-ing juniors to go to the United States to compete in theworld junior golf championship.

The Optus Corporate Cup is held annually in each State capital and raises funds for junior golf and dia-betes. In 2003 the event raised in excess of $199,500for junior golf.

Optus continues to support wheelchairtennis athletes with WheelchairScholarships Awards.

TennisOptus Team Tennis Australia aims to develop a team culture among players at every level, includingjuniors, the Davis Cup and Fed Cup teams and wheel-chair players.

COMMUNITY

Sport

Stuart Maxfield, Sydney Swans Captain



A record number of juniors are now travelling underthe Optus Team Tennis Australia banner and achievingexcellent results. In 2003, 120 players in 14 OptusJunior teams travelled to over 40 countries in Asia,Oceania and the US.

Optus continues to support wheelchair tennis athleteswith Wheelchair Scholarships Awards. These providevital funding that keeps Australia competitive on theworld stage, as the country’s isolation makes it hard forathletes to get tough competition on a regular basis.

Melinda Gainsford-Taylor In 2003 and 2004, Optus and Melinda Gainsford-Taylorprovided over 350 young athletes in regional NSW withthe opportunity to participate in explosive speed clinics.Children from Gosford to Wagga experienced Melinda’sunique coaching skills and expertise, a rare opportunitythat was greatly appreciated by these kids.

AFL Optus continues to support three Australian FootballTeams. In 2003 the Sydney Swans, West Coast Eaglesand Carlton Football Club players and coaches partici-pated in several Optus community initiatives such as theJuvenile Diabetes Research Foundation Walk to Cure andthe Kids Help Line child protection week launch.

Testimonial: Tennis Australia

“Tennis Australia is the governing body of the sport inAustralia. Our role is to grow tennis through a rangeof events, such as the Australian Open, and throughdevelopment and participation programs.

“The partnership also assists wheelchair athletes competing on theinternational wheelchair tennis cir-cuit and helps fund our WheelchairScholarship Awards.”

“Since 2000, Optus has provided financial and in-kindsupport to Tennis Australia, which also includes thesupply of technology and infrastructure for events.Optus has also sponsored the international touringcomponent of Tennis Australia through a partnershipcalled ‘Optus Team Tennis Australia’. This partner-ship subsidises the travelling costs of athletes fromage 13 to 20+ so they can experience playing in dif-ferent international environments and gain rankingpoints from a young age.

“The partnership also assists wheelchair athletescompeting on the international wheelchair tenniscircuit and helps fund our Wheelchair ScholarshipAwards. Financial assistance is vitally important towheelchair athletes because, while the global travel

COMMUNITY

Optus supports tennis from grassroots through to elite levels


commitments of wheelchair athletes and elite play-ers are the same, the prize money is not.

“Tennis is a global sport and, as a result, travellinginternationally is essential. While competing over-seas is an expensive exercise, it is necessary if wewant to keep our position in world tennis. Withoutthe support from Optus our players really would beleft behind.”

Peter JohnstonGeneral Manager, Business Development, Head of Men’s Tennis, Tennis Australia

The Consumer Liaison Forum (CLF) was established in1995 and provides Optus with external feedback andadvice. Following a number of issues that were raisedin 2003, the Community and Environment Manager metwith three of the CLF members in 2004 to gain a deep-er understanding of the issues they wanted addressedin this report.

The key themes identified by the CLF are transparencyof decision-making, proactive engagement with adiversity of stakeholders, and employing stronger messaging to explain the positive initiatives that Optushad undertaken.

One concern raised last year involved wheelchairaccess to facilities. Although we comply with theBuilding Code of Australia, it was noted that this doesnot address access issues for older buildings and theCLF recommended that a more active approach betaken. Disability access is now included in OptusCorporate property guidelines for fit-out of all newfacilities.

Another consistent message was that our stakeholderengagement was improving but many opportunities toengage with consumers and communities were notbeing fully explored. Stakeholder engagement is a

challenging task and Optus acknowledges that whilewe are getting better at it, we still have considerablework to do.

The CLF is a flexible and non-bureau-cratic way for Optus to explore areasof interest to all Australian telecom-munications consumers.

The CLF meets formally three times a year and hasnine members who represent peak national consumerorganisations. Out of session consultations where CLFmembers provide advice and input on issues related totheir areas of expertise also occur regularly.

Since its inception, the CLF has helped Optus betterunderstand key consumer issues. It also gives con-sumer representatives an opportunity to raise con-cerns and gives them an opportunity to learn moreabout Optus products, policies and procedures. TheCLF is a flexible and non-bureaucratic way for Optus toexplore areas of interest to all Australian telecommu-nications consumers.

Consumer Liaison Forum

WORKPLACE ENVIRONMENTCOMMUNITY



Optus launched its Cultural and Linguistic Diversity Plan in 2002 tohelp meet the company’s obligationsunder the Racial Discrimination Act(1975) and the AustralianCommunications Industry Forum Codeon customer information on prices,terms and conditions, to which Optusis a signatory.

The plan focuses on removing barriers to accessing Optus’ goods and services for customers,potential customers and staff, regardless of their race, colour, descent or national or ethnic origins.Further information on the plan can be obtained from Optus Customer Service or on the website atwww.optus.com.au/diversity.

Optus launched its Disability Action Plan (DAP) inDecember 1999. The plan was developed through con-sultation with disability organisations and members ofthe CLF. The DAP aims to remove access barriers toaccess for customers, potential customers and staff.

Billing options have also been expand-ed and braille bills are now availableto customers of post-paid mobile,local direct connect and long distancetelephone services.

The DAP has undergone several reviews and thesehave demonstrated Optus’ progress against DAP actionitems. For example, over the past few years disabilityequipment has been provided to fixed line customers.As a result, Optus’ direct connect telephony customerscan now access two models of a teletypewriter and avolume control handset. Billing options have also beenexpanded and braille bills are now available to cus-tomers of post-paid mobile, local direct connect andlong distance telephone services.

Copies of the DAP and its reviews can be found atwww.optus.com.au/disability or can be obtained fromCustomer Service.

Disability Action PlanCultural and LinguisticDiversity Plan

The Superprint 4425 TTY – one of the two TTY models available toour direct connect local telephony customers.



Since 1997 Optus has been subject to a self-regulatoryregime that fosters competition and is coordinated bythe Australian Communications Industry Forum (ACIF).

Optus is a founding member of ACIF, actively partici-pates in its processes and is strongly represented onits committees, reference panels and Board. Optus iscommitted to complying with registered ACIF Codes ofPractice and is a signatory to the following Codes:

• Complaint Handling

• Credit Management

• Customer Transfer

• Calling Number Display

• Customer Information on Prices, Terms andConditions.

Code Compliance

Staff at an Optus Call Centre

ENVIRONMENT

Optus is committed to installing, operating and maintaining a high qual-ity telecommunications network withminimal impact on the natural andbuilt environment. Our EnvironmentalManagement System (EMS) continuesto be refined to ensure this commit-ment is met.

The EMS was developed to provide a clear and concisepackage of policies and procedures to identify, manageand mitigate environmental risks. In 2004 the EMS wasrevised to better address construction risks associatedwith mobile phone infrastructure installation.

The EMS will continue to be reviewed and altered asnecessary to maintain legislative compliance andinclude any advances in environmental best practisefor the telecommunications industry. The EMS is avail-able from the Manager of Environmental Affairs,whose contact details are at the end of this report.

Optus prioritises environmental risk managementwhen considering its key operational activities. Thetable above is a summary of those issues. It wasreviewed and updated in 2004.

A = KEY ISSUESB = IMPORTANT ISSUESC = MINOR ISSUES



Environmental Policy and Environmental Management System

ACTIVITY

Inter-city Optic

Fibre Cables

Suburban Cables

Mobile Telephone

Network

Satellites

Microwave Links

Corporate

Facilities

Soil &

Water

Quality

A

A

A

C

C

N/A

Dust, Noise

& Vibration

A

A

B

C

C

N/A

Flora

& Fauna

A

A

B

C

C

N/A

Cultural

Heritage

A

A

B

C

C

N/A

Visual

Impacts

A

A

A

B

A

N/A

Waste

C

C

B

C

C

A

Energy Use

& Greenhouse

Gas Emissions

B

B

A

B

B

A



Ten environmental audits were carried out in 2003. ContractorEnvironmental Management Plans andenvironmental documentation wereexamined to make sure they compliedwith the EMS.

Overall the standard of contractor compliance washigh, however, in some instances alterations wererequired to achieve compliance with Optus standards.During 2005 we will continue to undertake site anddocument audits to ensure consistency with the EMS.

Community Consultation The ACIF Code for the Deployment of Radio-communi-cations Infrastructure has been in place for just over a year. The Code is part of Federal regulations andrequires all carriers to undertake a minimum level ofconsultation at every mobile phone base station site.Optus consults the community about the location ofnew base stations, and continues to refine its consulta-tion processes to better comply with the Code.

Optus consults the community about the location of new base stations, and continues to refine its consultationprocesses to better comply with theCode.

One example from 2003 was the deployment of a newmobile base station at Harbord, NSW. Finding a suit-able site in the area was difficult and the companyconcentrated on finding a solution that would meetthe needs of the local community as well as fulfilltechnical requirements. The Harbord community had

previously made their negative opinions on base sta-tions well known in response to carriers’ activities inthe area. Optus carefully considered the right designfor the right location and consulted the local counciland community about the proposed site.

The consultation exceeded the requirements outlinedin the ACIF Code, and included letterbox drops in thelocal area, meetings with key community stakeholders,notifying politicians, as well as the creation of a web-site for the broader community. This was the first timeOptus had used a website as a consultation tool. Thesite provided a broad range of information, an onlinefeedback loop and direct links to independent informa-tion and external experts.

The base station was built with minimal interruption tothe local community.

Optus Construction WorksOptus undertook approximately 360 undergroundcabling and mobile transmission construction projectsacross the country during 2003-04. This required work-ing in a variety of locations, and Optus adhered to strictenvironmental standards and engaged in appropriatecommunity consultation in works.

Environmental ActionsEnvironmental Audits


Training and LearningOptus provided environmental training for over 30 staffand contractors and five external contracting firms.The need for the environmental training package to bemore widely delivered at short notice was identifiedduring the ongoing review of training requirements. Anonline eLearning package was commissioned and wasrolled out in late-2004. This package will meet thedemand for internal and external environmental train-ing well into the future.

Protecting Flora, Fauna and HeritageOptus is committed to protecting the nation’s heritageand flora and fauna. Several specific examples of howthis was achieved during 2003-04 are outlined below.

Parramatta. In the centre of Parramatta, NSW, Optusworked closely with the NSW Heritage Office,Parramatta Council and heritage specialists to ensurethere was no impact on archaeological items at fourOptus work sites.

Fire Risk. Before the 2003-04 summer fire season,Optus investigated fire risk at a number of its proper-ties. At the major satellite facility at Belrose, inSydney’s northern suburbs, selective vegetation clear-ing was needed to protect the site. As the region is

known to contain Aboriginal rock carving sites andthreatened species, the input of the landowner, theNSW Department of Lands, was sought. Optus pro-ceeded only when it was satisfied there would be noadverse impacts.

Contaminated Lands. While preparing to install cablein the Newcastle City area in New South Wales, Optuswas made aware that there was a risk of finding con-taminated soils. After consulting the Newcastle CityCouncil, a risk analysis was conducted to identify theareas where there was the highest likelihood of findingthese soils. Safety, mitigation and disposal measureswere identified and incorporated into the site-specificProject Environmental Management Plan. During con-struction no contaminated soils were located, howeverdust minimisation methods were employed to reduceany pollution risk.

Optus sponsored environmental work by the Western Australian Departmentof Conservation and LandManagement in the 625,000 hectareNuytsland Nature Reserve.


Vegetation clearance at Belrose Earth Station after culturalheritage investigations


Nuytsland Nature Reserve, WA. Following theupgrade of the Adelaide to Perth Optical FibreNetwork, Optus sponsored environmental work by theWestern Australian Department of Conservation andLand Management in the 625,000 hectare NuytslandNature Reserve.

The sponsorship helped the rehabilitation of TwilightCove and included rubbish removal, closure and reha-bilitation of unwanted vehicle tracks, and work on visi-tor facilities, signs and information boards. At the EyreBird Observatory, restoration work was carried out on

an historic veranda on the old telegraph station, a linkwith Australia’s telecommunications history. In theCocklebiddy area, access track maintenance, safetyfencing and signs were installed to improve visitorsafety and enjoyment of the area.

River Crossing, Wagga Wagga. The NSW RailAuthorities asked Optus to investigate relocating itsfibre optic cable on the historic rail bridge over theMurrumbidgee River in Wagga Wagga as the bridge isdue for replacement in 2005. To ensure the continuedsafe operation of the Sydney-Melbourne fibre opticcable, the cable was relocated away from any futureconstruction areas.

To minimise disruption to the riverbanks and environ-mental damage, contractors used directional drillingto cross under the river without disturbing theriverbed. Previously disturbed sites were chosen forthe bore entry and exit points to further minimiseimpacts. The cable was successfully relocated withoutimpacting the Murrumbidgee River or its surrounds.


Verandah restoration at the old telegraph station, NuytslandReserve, WA

Rehabilitation and rubbish removal atTwilight Cove, WA


Optus continues to use innovative installation techniques to make surethe potential visual impacts of mobilebase stations are minimised.

A recent example of this is in Harbord, NSW, where an integrated light pole and antenna support wasinstalled instead of a larger pole and headframe structure.

INFRINGEMENTS

Optus received one infringement notice for an environmental breachduring 2003-04. The VictorianEnvironment Protection Authority(EPA) issued a Minor Works PollutionAbatement Notice for exceeding NoiseGuideline limits at a residential property near a mobile phone basestation at Axedale, in the Bendigoregion of Victoria.

Optus responded immediately by engaging an independ-ent acoustic expert to investigate the source of thenoise. A whistling sound was being created by windblowing over small holes in the steel headframe thatwas drilled to assist the dip galvanising process duringmanufacture of the pole. After identifying the problem,the headframe was lowered and over 120 holes were

filled. This fixed the problem and Optus was issued witha Rescinded Notice from the Victorian EPA. Optus willnow ensure future towers do not produce this noise.

Optus aims to return to a zero environmental infringe-ment rate for the 2004-05 year.

Diesel Fuel SpillsNo diesel spills or leaks were recorded during 2004.

EnvironmentalCompliance


Minimising Visual Impact

Integrated light pole and antenna support at Harbord, NSW


Reducing ResourceConsumption


ElectricityOptus continues to use the electricity management sys-tem it introduced in May 2002. During 2003-04, Optusused 170.7 gigawatt hours of electricity, a 13 gigawatthour increase on the previous period. This reflects anincrease in the number of base stations and other sites.

Optus has increased its solar power generation by 33 per cent (inmegawatt hours) this year.

Solar PowerOptus has increased its solar power generation by 33 percent (in megawatt hours) this year. The number of solarpanels in use across the network rose from 1,360 in the2003 period to 2,064 in the 2004 period. This increasewas due in part to the deployment of eight new solar-controlled environmental vaults that regulate fibre opticsignals on the major intercity cable routes.

Air ConditioningMore efficient air conditioning continues to be animportant area for improved energy use. During the2003-04 period, energy saving initiatives included:

• installing supplementary air conditioning at NorthSydney and Silverwater, NSW, to focus on smallerzones for temperature control;

• altering software at Optus exchange sites in early2004 to optimise free cooling; and

• installing a new chiller unit at the call centre inAlbert Road, Melbourne, with an improved compres-sor and monitoring system.

LightingThe fit-out program at Flinders St, Melbourne,Silverwater, Sydney, and on level 30 of the Optus build-ing, North Sydney, included installing motion detectorswith override switches in all large meeting roomswhich turn lights off after five minutes if there is nomovement. The number of ceiling lights was reducedas was the number of power outlets to minimise theuse of non-essential appliances such as radios.

On level 13 of the Zenith Centre in Chatswood, NSW, alighting survey is underway to determine whethermodifications can improve energy efficiency.

FuelOptus has a fleet of 1,436 vehicles, 324 fewer than in

the 2003 reporting period. These vehicles use a varietyof fuel types. Diesel is more efficient than petrol and isthe preferred engine fuel for heavy vehicles and thosetravelling long distances. The least efficient vehicleswere those run on LPG. However, this lower efficiencywas offset by the lower price of LPG.

The fuel usage data obtained this year will be used toinvestigate whether fuel efficiency could be improvedwith a different fleet configuration.

In addition, generators used 139,230 litres of diesel toprovide power for remote areas and backup power.This is an increase on last year and it reflects low tanklevels for the 2002-03 period, the upgrading of tanksand fuel replacement at four major satellite sites. Atthese locations, tanks were refilled during the currentreporting period to ensure their effective operationduring maintenance or in emergencies.

Greenhouse Gas emissions due to our operations areprincipally a consequence of our energy consumption.As electricity is by far the most significant contributorto Optus greenhouse gas emissions, we have concen-trated the majority of our initiatives on improving theefficiency of our electricity use. Even so, our totalemissions increased by approximately 13,300 tonnes



Number of Vehicles

Distance Traveled (km)

Total Litres

km/Litre

Diesel

67

1,366,332

156,504

8.73

LPG

276

6,846,881

1,470,035

4.66

Petrol

1093

17,721,737

2,496,804

7.10

Diesel Other

N/A

N/A

139,230

-

Total

1436

25,934,950

4,262,573

6.29

SOURCE

Petrol

Diesel vehicles

Diesel plant

LPG gas

Electricity

Total

Quantity

2,497

157

139

1,470

170,700,000

Units

kgCO2/kL

kgCO2/kL

kgCO2/kL

kgCO2/kL

kgCO2/kWh

Conversion Factor*

2.7

3.0

3.0

1.8

1.012

Tonnes Equivalent of CO2

6.7

0.47

0.42

2.65

172,748.4

172,758.6

* Conversion factors from the Australian Greenhouse Office “Factors and Methods Workbook,” 2004.

Environment Report 2004 – Fuel Usage

Reducing ResourceConsumption

equivalent of carbon dioxide since the last reportingperiod. This 8 per cent increase reflects a slower rateof growth than revenues, which grew at a rate of over15 per cent over the same period

WaterIn its leased buildings, Optus monitors water volumesby reviewing billing records. Water use in these facili-ties decreased marginally from 7,955 to 7,925 kilo-litres over the last reporting period. Sewage volumemonitoring on leased sites is based on billing records,but Optus-owned site sewage costs are consolidatedinto total building management costs and are notreadily available.

CFCsOptus is phasing out its use of the CFC gas R22 toensure compliance with the national phase out of thegas. As such, it has reduced its use of the R22 since the2003-04 period by replacing two chillers at theRosebery Exchange, NSW, with compliant refrigeration.This has reduced annual CFC use by 192 kilograms.


Lead Acid Battery RecyclingOptus recycled 164 tonnes of batteries in 2003-04 com-pared with 63 tonnes in 2002-03. This increase is due tomultiple sites having batteries that reached the end oftheir life. The batteries provide backup power inexchanges, mobile sites and some customer premises.

Mobile Phones and BatteriesOptus continues to support the national industry-basedprogram for mobile phone and battery recyclingthrough the Australian Mobile TelecommunicationsAssociation. To date, more than 260 tonnes of mobilephone handsets, batteries and accessories have beencollected for recycling in Australia. This has resulted inthe recycling of some 40 tonnes of batteries containingcadmium.

This program is funded and managed by the industryand is the world’s best practice for mobile telephoneequipment recycling. The program operates in over1,600 collection outlets at retail and corporate loca-tions. More information on this program is available onthe AMTA web site at www.amta.org.au.

White GoodsOptus considers the environment when purchasingwhitegoods. To reduce energy consumption, the cur-rent company-wide upgrade of whitegoods will ensurethat all units have a three star energy rating.

Increased efficiencies are expected as Optus replacesits printers, copiers and facsimiles with Multi-FunctionDevices (MFD). MFDs ‘downpower’ when they are notbeing used which saves energy. Copying units acrossthe company have decreased by approximately 60 withthe start of the MFD rollout.

Guidance regarding supply chain management is avail-able in the Environment Management System.Application of these criteria resulted in more energyefficient devices in supply contracts generally, specifi-cally in MFD supply.

Plastic CupsLast year Optus used 64,000 plastic cups. This year,usage increased 3.5 times to 237,000 despite a targetfor a 40 per cent reduction. A review has found that fig-ures for the current period may be more accurate thanfigures obtained for the previous reporting period.Another reason for the increase may be the installationof several water coolers in public spaces.

A significant increase in plastic cup usage at theBelrose satellite facility, and to a lesser extent at othersites, was a consequence of a substantial increase invisitor attendance. Optus will examine the use of dis-posable cups with a view to reducing consumption by15 per cent in the next reporting period.

Paper TowelsPaper towel use has increased from 2,240 packages inthe 2002-03 reporting period to 11,256 in the currentperiod. This is almost a five-fold increase and hasoccurred since paper towel refilling was outsourced innew cleaning contracts. One aspect of these new con-tracts was the removal of laundered tea towels fromkitchens for convenience and hygiene reasons. Thisincrease was anticipated with the consolidation ofbathroom and kitchen paper towel usage figures froma single supplier. However, Optus now has an accurateconsumption figure.

Optus will investigate the increase with its suppliersand cleaners and aims to reduce this amount by 10 percent in the next reporting period.

Toner CartridgesToner cartridge recycling increased slightly over theprevious reporting period from 83 to 84 per cent. The

Recycling and ReducingWaste



Recycling and ReducingWastetarget was to recycle 85 per cent of toners purchased.A delay in introducing coordinated, company-widerecycling resulted in the failure to meet the target.

Optus has begun an aggressive cartridge recyclingprogram in partnership with Planet Ark and the targetfor 2005 is 90 per cent. The program has been rolledout across all Optus work sites and will be extended to staff to encourage the recycling of domestic tonercartridges as well.

Office PaperPurchases of A4 and A3 office paper, including let-terhead and other corporate stationary, were downfrom 289 tonnes in the last reporting period to 223 inthis reporting period. This reflects the move to MFDsfor copying and printing, a reduction in printer num-bers, increased electronic storage and a concertedeffort to reduce paper use for environmental andeconomic reasons.

Optus was aiming to achieve a 10 per cent reduction in paper use by setting printers to default to double-sided printing over the last reporting period. This target was exceeded notwithstanding delays to theintroduction of the printer consolidation and MFDs.

The default double-side setting will be incorporated in the MFD rollout during 2004-05.

Office paper recycling occurs at all Optus facilities,however due to contractual rearrangements, we onlyhave two months of data on paper collections. Theseindicated similar recycling rates as reported in previ-ous years of about 95 tonnes.


We recycled over 90 tonnes of paper during the reporting period

Commitments to the Community and Environmental Targets



Community and

Environment

Report

Occupational

Health and

Safety (OH&S)

Further alignment with GRIFramework

Increase stakeholder engagement inbreadth and depth

Improved description of staff as areflection of the broader Australiancommunity

Enhance OH&S reporting

Seek Level 2 Safety AchievementBusiness System (SABS) in SouthAustralia

Improved safety performance.

Telecom supplement to the GRI wasconsidered in preparation of this report

Half hour interviews conducted withkey members of the ConsumerLiaison Forum

Far more difficult than expected sofocus on staff survey and other issues

Reporting improved with LTIR andLTSR reported across company andwithin individual units

Level 2 SABS achieved

No target set.

Move towards reporting in accordancewith the GRI for 2004-05

Investigate broader stakeholderengagement for 2004-05

Develop criteria for reportingdescription of staff

Restructure Safety LeadershipCouncil by 04/04

Agree on specific divisional manage-ment plans by 08/04

No further SABS targets set.Compliance being monitored.

Reduce lost time injuries by 22% andthe severity of injuries by 18%

Review and upgrade corporate OH&SPolicy by 12/04

Manager EnvironmentalAffairs

Manager EnvironmentalAffairs & ManagerCorporate Affairs

Corporate HR

Corporate OH&S

Corporate OH&S

Corporate OH&S

ISSUE 2004 TARGET 2004 OUTCOME 2005 TARGET OFFICER RESPONSIBLE



Occupational

Health and

Safety

(continued)

Environment

Management

System

Improve OH&S management

Review effectiveness of contractormanagement system implementation

Implementation of the Optus Healthand Wellbeing program

Summary of Environmental Policydocument to be provided to all sites

Review content and implementationof the EMS

Audit 10 contractor projects coveringEMPs and site activities

No target set

Review commenced

Web based induction training nowfully automated

Program implemented as discussedin the Health and Wellbeing section ofthis report

Laminated copies provided to all sites

Revision completed and changesincorporated into training

All audits completed

Rollout Injury Management training03/05

Implement training for Return toWork Co-ordinators 03/05

Finalise review

Further develepment of Health &Wellbeing website

Audit display of environmental policysummary at sites

Monitor effectiveness of revised EMS.

Audit 10 contractor projects coveringEMPs and site activities

Corporate OH&S

Corporate OH&S

Manager HumanResources



Environmental Planner





Visual/

Landscape

Ecology and

Heritage

Energy Use

Develop tracking processes and makesure contractors are trained

Tracking processes to be included inonline training

Environmental awareness training tobe online by the end of March 2004

Review SEDA agreement and futureprograms

Monitor results of after hours airconditioning changes

Assess effectiveness of whitegoodspurchasing policy

Tracking process developed and contractor training undertaken

Tracking process not yet online

Training package rewritten

Online training development substan-tially completed but not online by theend of March 2004

SEDA involvement reviewed and decision made not to renew involve-ment.

Results reviewed with consistent savings over the 12 month period

Considerations in EMS used as partof a major photocopier/ printerreplacement program. Evaluationongoing

Implement contractor training usingonline system

Incorporate tracking processes withonline training

Complete online training by end ofAugust 2004

No target.

Reviewed remainder of sites acrossentire corporate portfolio

Conduct major review of existing andfuture whitegoods with a view toenergy efficient replacements




Facilities Manager

Facilities Manager

Facilities Manager





Energy Use

(continued)

Recycling, Waste

and Resource

Reduction

No Target

No Target

Continue existing waste audit program. Staff awareness program tobe revived

85% toner cartridge recycling

10% reduction in office paper usage

10% reduction in paper waste in highvolume print room

Investigate viability of increased recycled paper content

N.A.

N.A.

Auditing completed but inconsistentformatting and methodology used

Staff awareness continues as keysuccess indicator

84% achieved

22% achieved

Insufficient data to determine out-comes, however services generallyimproved

Stationery tenders put on hold Q32004

Audit present use of triphosphoruslight tubes. Review opportunity ofretrofitting energy efficient lighting toexisting sites

Implement policy of energy efficientlighting at all new sites

Review arrangements with cleaningcontractors to implement a more consistent audit methodology

90% toner cartridge recycling

Further 10% reduction in office paperusage

Review efficiencies in high volumeprint room

Investigate viability of increased recycled paper content

Facilities Manager

Facilities Manager

Administration Manager









Recycling, Waste

and Resource

Reduction

(continued)

Chemicals and

Fuels

Electromagnetic

Energy

40% reduction in plastic cup usage

10% reduction in wooden stirrers

Monitor water and waste water volumes

Investigate presence of any remainingCFCs with a view to replacement orremoval

Continue to monitor fuel tanks with atarget of zero spills or leaks

Review ‘Fact Sheet’ content takinginto account the most recent sciencein this area

Significant increase in plastic cupusage (3.5 fold)

Insufficient data available

Limited data recovered from billingrecords in leased sites

Information on Optus owned sites notavailable

The use of R22 was reduced by 192 kgby replacing two chillers at Roseberywhich use a compliant refrigerant

Tanks replaced at four sites as part ofongoing replacement strategy

Zero leaks or spills

Fact Sheets reconsidered through the industry association. Documentspublicly available.

15% reduction in plastic cup usage

Focus on more significant areas ofresource reduction

Review contracts to increase visibilityof water and waste water usage frombuilding managers

Continue to phase out CFC’s usage atend of equipment life

Continue to monitor fuel tanks with atarget of zero spills or leaks

Engage with Government authoritiesto provide better educational tools forcommunities.





Facilities Manager

Manager CommunityRelations



Electromagnetic

Energy (contin-

ued)

Zero non-compliance with ACIF Code

Enhance Risk Communication strategies

Add 300 sites to the National SiteArchive database to provide EMEinformation regarding our facilities tothe public

No notices or directions receivedfrom the Australian CommunicationsAuthority

New techniques used including webaccess for specific sites

Only 200 sites added due to delays indatabase access agreement

Over 1,000 sites available to the public from all carriers

Zero non-compliance with ACIF Code

Increased community consultation incompliance with ACIF code.

300 Optus sites to be added to NSA

National Site AcquisitionEnvironment Manager

Manager CommunityRelations

Manager MobileNetworks






Optus recognises that some people in the community have concerns aboutthe possible health effects of mobilephone base stations. Optus activelymonitors Australian and internationalmedical and scientific research intothis issue.

It is Optus’ view, on the basis of independent nationaland international expert opinion, that electromagneticenergy (EME) from mobile phone base stations doesnot have adverse effects on human health.

To help address community concerns about EME,Optus has worked with the Australian CommunicationsIndustry Forum (ACIF) to develop and implement theACIF Code for Deployment of RadiocommunicationsInfrastructure. The Code has been in operation sinceOctober 2002. It requires the application of a precau-tionary approach to the deployment of radiocommuni-cations infrastructure and obligates Carriers to consultwith local government and the community regardingthe siting of telecommunications infrastructure.

Optus has successfully implemented the Code, result-ing in increased communication and consultation withthe community. The Code also outlines a complainthandling procedure, however, Optus has not receivedany complaints regarding the processes they have fol-lowed under the Code.

We strive to improve the quality of our deployment processes to minimise the possibility of negativecommunity responses while ensuringthe best quality of service for ourmobile customers.

When the Code had been in effect for approximately 18 months, a review of its operational aspects wasundertaken by ACIF. Changes to the Code being con-sidered include clarifying timelines for council com-ments on Carrier Consultation Plans, determining whois to be consulted and ensuring that the size of on-sitesignage was large enough to be easily seen by thecommunity and interested parties.

Optus continues to ensure that staff and contractorsundertake the Optus Radiofrequency AwarenessTraining are made aware of advances in researchabout EME. Awareness Training is an online, interac-tive program that takes about 45 minutes to complete.It contains four modules: Basic Science, BiologicalEffects, Australian Standards and Optus Safe WorkPractices. There is a short test at the end of each mod-ule. All the test scores are automatically recorded andforwarded to the user’s manager so they can be confi-dent that their staff are aware of the practical manage-ment measures which need to be followed with regardto EME.

Optus acknowledges that within the community there are a variety of views about the deployment oftelecommunications infrastructure generally, andOptus equipment particularly. We strive to improvethe quality of our deployment processes to minimisethe possibility of negative community responses whileensuring the best quality of service for our mobilecustomers.

Challenge of theElectromagnetic Energy Debate



Optus’ vision is to be: ‘the outstandingprovider of challenger telecommuni-cations solutions in Australia and theregion’. This vision will be achievedbecause Optus is committed to a sus-tainable future where we continue toprovide quality services, grow ourbusiness and meaningfully engagewith all our stakeholders.

Optus’ corporate values support this move towardssustainability. Demonstrating our Corporate SocialResponsibility will be one of our key performanceobjectives over the next three years.

We will do this by:

• improving community and environment reporting sostakeholders can see a more complete picture ofOptus’ activities;

• continuing to support worthwhile charities and pro-grams such as Kids Help Line and Juvenile Diabetes;

• improving our engagement with key stakeholders,including staff, customers, shareholders and regulators;

• continuing to minimise our environmental footprint and maximise the efficiency of our resource consumption;

• expanding the scope and quality of services, especially to rural and remote areas; and

• setting challenging community and environmentalgoals and targets and then achieving them.

The future is politically, technologically and economically uncertain, but Optus is committed to being a company our grandchildren will respect and appreciate.


Facing the Future



Feedback and Contacting OptusPlease contact Optus for more information, or if youwish to comment on this report.

MailEnvironment Affairs ManagerPO Box 1North Sydney NSW 2059

Phone02 9342 7800 (voice)1800 500 002 (TTY)

[email protected]

Webwww.optus.com.au

Privacy PolicyOptus collects and uses personal information aboutcustomers to supply Optus products and services.Optus has a detailed privacy policy that outlines howOptus handles the personal information of customers,prospective customers, employees and contractors.The Optus Privacy Policy is a public document and isavailable on our website www.optus.com.au/privacy