Community Engagement Plan. Newcastle Gas Storage Facility Document Number: NGSF-AGL-NAS-PM-PLN-0002

Transcription

1 Newcastle Gas Storage Facility Document Number: NGSF-AGL-NAS-PM-PLN-0002

2 Document Number: Version: 5 NGSF-AGL-NAS-PM-PLN-0002 Date: November 2013 Internal Reference Number: G:\Gas Development\NGSF Phase 4\01 Project Management\1.2 Management Plans\1.2.1 AGL\Management Plans\6. Community Engagement Plan\Current\FINAL Construction CEP_Nov 2013 Rev 5.docx Newcastle Gas Storage Facility Report prepared for AGL Energy Limited Prepared by: GHD Pty Ltd i

3 Table of Contents 1. Document History and Status Document Hierarchy Revision History Review and Update Procedures Distribution Introduction Scope of this (CEP) Background to CEP Legislative Requirements Requirement for a (CEP) Stakeholder Engagement Project Overview Guidelines for best practice Objectives AGL s 6 Pillar Community Engagement Principles AGL Project Team Project Milestones and Communication Activities Communications Approach Ongoing communication activities Issues raised by the community Key Stakeholders Roles and Responsibilities Structure and Responsibility Communication Management Communication Protocols Timing and Distribution of Communication Material Traffic Change Notifications Enquiries and complaints management Unresolved complaints/disputes Media protocols Project inductions, tool box talks and pre-starts Reporting ii

4 8. Performance Evaluation and Management Review Communication Performance Evaluation...34 List of Figures Figure 1: Document Hierarchy... 1 Figure 2: IAP2 Framework for public participation... 9 Figure 3: AGL Project Team...12 Figure 4: Complaints and enquiry management process...29 List of Tables Table 1: Document Revision History... 1 Table 2: Distribution List... 2 Table 3: Requirement for a CEP... 5 Table 4: Key milestone timeline...13 Table 5: Organisational accountabilities...19 Table 6: Communication reporting requirements...33 Appendices Appendix A: Frequently Asked Questions Appendix B: Record of Contact Form Appendix C: FINAL Terms of Reference iii

5 1. Document History and Status 1.1. Document Hierarchy Figure 1 below outlines the document hierarchy and relationship between this (CEP), the overarching Stakeholder Engagement Plan (SEP) and the Major Hazard Facility Engagement Plan. Stakeholder Engagement Plan Community Engagement Plan Major Hazard Facility Engagement Plan Figure 1: Document Hierarchy 1.2. Revision History The AGL Construction Project Manager is responsible for the revision and update of this document. A new revision date is required with any updates or revisions, and will be circulated to those on the distribution list once the revision has been reviewed by a duly authorised AGL employee. Refer to Table 1 below for the document revision history. Table 1: Document Revision History Date Version Author Review Comment 24/02/12 0 Barbara Campany Tim Knill For Implementation 06/06/12 1 Barbara Campany Arianna Henty Changes made in accordance with final conditions of consent. 17/08/12 2 Lilen Pautasso Naomi Rowe Changes made following gaps identified by peer review 27/05/ Sara van der Schatte Olivier 20/06/ Sara van der Schatte Olivier Naomi Rowe Naomi Rowe Updated to reflect construction phase of project Incorporating AGL comments 21/11/ Sue Hogan Naomi Rowe Updated Distribution List & formatting 1

6 1.3. Review and Update Procedures This CEP will be reviewed and if necessary amended and updated: Formally on a six monthly basis by the AGL Construction Project Manager Following any major incident (review may be restricted to applicable sections) Upon receipt of new regulatory approval conditions, licences and permits To achieve the Key Performance Indicators When directed by any appropriate regulator In the lead up to the commissioning and operational phase of the project Distribution All individuals on the following distribution list must be notified when a revision of this plan is uploaded onto Aconex. Others may be notified at the discretion of the AGL Project Manager. All requests for changes to the Distribution List are to be addressed to the AGL Project Manager. Table 2: Distribution List Entity Position Name Location AGL Energy (AGL) Construction Project Manager (CPM) Tim Knill Miller St, North Sydney Project Administrator Sue Hogan Miller St, North Sydney Land and Approvals Advisor Natalie Leighton Miller St, North Sydney Community Relations Manager Naomi Rowe Miller St, North Sydney WorleyParsons Project Management Services Provider (PMSP) WorleyParsons Owner s Engineer (OE) Project Manager Brian Adams Walker St, North Sydney WP Project Expediter Han Tay Walker St, North Sydney Site Representative Gino Bortolotto Newcastle Owner s Engineer Les Cohen Walker St, North Sydney Project Management Services Pipeline and Electrical Connection Works (PMSP PCW) Pipeline & Electrical Connection Project Manager David Moss Level 15, 100 Edward Street, Brisbane Q 4000 CBI EPC Contractor s Project Manager Ali Ashianti Level 5, Nexus Bld, 4 Columbia Court, Baulkham Hills NSW 2153 A J Lucas Pipeline Works Contractor Paul Shields Macquarie Park NSW PowerServe Electrical Connection Works Contractor Greg Robertson Thornton, Newcastle, NSW GHD Principal Stakeholder Engagement Chair of NGSF CCC Barbara Campany Level 15, 133 Castlereagh Street, Sydney NSW

7 Entity Position Name Location Communications and Stakeholder Engagement Consultant Sara van der Schatte Olivier Level 15, 133 Castlereagh Street, Sydney NSW 2000 Communications Officer Aaron Klasen Level 2, GHD Tower, 24 Honeysuckle Drive, Newcastle NSW

8 2. Introduction 2.1. Scope of this (CEP) AGL was granted state government approval to begin construction of the Newcastle Gas Storage Facility (NGSF) on 10 May 2012 under Section 75J of the Environmental Planning & Assessment Act This provides AGL with state government permission to construct the gas storage facility, pipeline, receiving station and associated and ancillary infrastructure. In July 2012, AGL received Commonwealth Government approval to commence construction of the project. This CEP outlines how the NGSF project team and its contractors will deliver regular communication and interact with affected businesses, landowners, key stakeholders and the wider community during the construction phases of the project. The CEP covers day to day communication and engagement activities including the provision of sufficient notice prior to construction commencing at a new location, enquiry and complaint management, communication approval protocols and reporting requirements Background to CEP In May 2011, AGL and its project partner in Stakeholder Engagement, GHD, prepared a Stakeholder Engagement Strategy for the planning phase of the project. Please see Section 1.2 for the revision history of this document. This (CEP) focuses on the construction phase of the project and falls under the overarching stakeholder engagement plan for the NGSF project. A (also referred to as a Community Information Plan) is required by the Director-General as a condition of consent. 4

9 3. Legislative Requirements 3.1. Requirement for a (CEP) Table 2 below lists the project requirements for stakeholder and community engagement for the NGSF during construction. These requirements were determined by the Planning Assessment Commission, as a delegate for the New South Wales Minister for Planning and Infrastructure, in reviewing and approving the project. They are listed as Conditions of Consent under Section 75J of the Environmental Planning and Assessment Act 1979(dated 10 May 2012). Table 3: Requirement for a CEP Condition No. Requirement Section / Page Reference B 49. B 50. Provision of Electronic Information Prior to the commencement of construction, the Proponent shall establish a dedicated website or maintain dedicated pages within its existing website for the provision of electronic information associated with the project. The Proponent shall publish and maintain up-to-date information on this website or dedicated pages including, but not necessarily limited to: (a) the status of the project; (b) a copy of this approval and any future modification to this approval; (c) a copy of each relevant environmental approval, licence or permit required and obtained in relation to the project; (d) a copy of each plan, report, or monitoring program required by this approval; and (e) details of the outcomes of compliance reviews and audits of the project. Community Information Plan Prior to the commencement of construction, the Proponent shall prepare and implement a Community Information Plan which sets out the community communication and consultation processes to be implemented during construction and operation of the project. The Plan shall include, but not be limited to: (a) procedures to inform the local community of planned investigations and construction activities, including blasting works (if any); Section / p.27 Section 2.2 / p.4 Section / p.23 5

10 (b) procedures to inform the relevant community of construction traffic routes and any potential disruptions to traffic flows and amenity impacts; Section 6.3 / p.25 (c) procedures to inform the community where work outside the construction hours specified in condition B29, in particular noisy activities, has been approved; and Section / p.23 (d) procedures to inform and consult with affected landowners to rehabilitate impacted land. Section / p.22 B 51. Complaints Procedures Prior to the commencement of construction, the Proponent shall ensure that the following are available for community complaints for the life of the project (including construction and operation) or as otherwise agreed by the Director-General: (a) a 24-hour telephone number on which complaints about construction and operational activities at the site may be registered; Section / p.26 (b) a postal address to which written complaints may be sent; and Section / p.26 (c) an address to which electronic complaints may be transmitted. Section / p.26 The telephone number, postal address and address shall be advertised in a newspaper circulating in the area of the project, on at least one occasion prior to the commencement of construction; and at six-monthly intervals during construction and for a period of two years following commencement of operation of the project. These details shall also be provided on the Proponent s internet site required by condition B49. The telephone number, the postal address and the address shall be displayed on a sign near the entrance to the construction site(s), in a position that is clearly visible to the public. Section / p.26 6

11 B 52. The Proponent shall record details of all complaints received through the means listed in condition B51 of this approval in an up-to-date Complaints Register. The Register shall record, but not necessarily be limited to: (a) the date and time of the complaint; (b) the means by which the complaint was made (telephone, mail or ); (c) any personal details of the complainant that were provided, or if no details were provided, a note to that effect; (d) the nature of the complaint; (e) any action(s) taken by the Proponent in relation to the complaint, including timeframes for implementing the action; and (f) if no action was taken by the Proponent in relation to the complaint, the reason(s) why no action was taken. Section / p.27 Section 7 / p. 33 The Complaints Register shall be made available for inspection by the Director- General upon request. B 53. The Proponent shall provide an initial response to any complaints made in relation to the project during construction or operation within 48 hours of the complaint being made. The response and any subsequent action taken shall be recorded in accordance with condition B52. Any subsequent detailed response or action is to be provided within two weeks, or as otherwise agreed by the complainant/ Director-General. Section / p.27 7

12 4. Stakeholder Engagement 4.1. Project Overview AGL is constructing a $310 m gas storage facility (the Project) on industrial land adjacent to the Tomago Aluminium smelter in Tomago, Newcastle, NSW. The facility will include a gas plant site, access road and utility corridor, gas pipeline access corridor, pipeline corridor including temporary construction areas, Hexham receiving station and a gas pipeline connection to the existing Jemena Gate Station at Hexham. A low pressure pipeline approximately 4.5 km long, will also be constructed to deliver boil off gas from the NGSF to the Tomago Aluminium smelter for use in their operations. Construction lead time for the Project is 2 ½ years and is scheduled to be operational by winter The NSW Government has classified the Project as critical energy infrastructure, as it will provide greater security of gas supply to the region with additional capacity to meet the growing demand for gas in New South Wales. It will generate flow-on economic benefits for the local region and the state during construction, commissioning and operational phases, and supports the emerging coal seam gas industry in the Hunter and Gloucester regions Guidelines for best practice To ensure best practice, the project will be guided by the industry standard for stakeholder engagement the International Association for Public Participation (IAP2) core values. This framework is presented in Figure 2. Generally, the engagement activities delivered during the construction phase of the project are seeking to achieve a Consult level of engagement. However different activities and scenarios throughout construction may provide the opportunity for the Involve level of engagement and others will be undertaken at the Inform level of engagement to ensure community members are made aware of specific construction activities in a timely manner. 8

13 Figure 2: IAP2 Framework for public participation 9

14 4.3. Objectives The community engagement objectives identified to meet the Consult level of engagement during construction of the NGSF are: To establish an effective and efficient communication process with the NGSF community and key stakeholders providing clear, consistent and timely information with regard to the construction aspects of the project. To develop community and stakeholder trust and confidence in the project by considering input received and providing feedback on how input has influenced decisions. To ensure that community and key stakeholders are kept informed of construction aspects for the duration of the construction period. To develop and strengthen long term partnerships with the community and key stakeholders AGL s 6 Pillar Community Engagement Principles AGL has developed six key principals for engagement that are general statements of good practice. These principles do not prescribe specific ways to engage; many factors, including the type, scale and location of each individual operation, create unique conditions requiring a nuanced application of the principles to achieve the most practical outcome. The principles provide guidance as to how engagement should be undertaken with stakeholders and the community: 1. Knowing where you stand - We want to understand the communities in which we operate. We combine a local presence, local knowledge and targeted 10

15 research to understand attitudes to what we do and how we may impact upon communities. 2. Creating a digital mirror - We use current technology to provide opportunities for whole communities to be informed and involved in our projects. Online, interactive consultation portals will be an integral part of reaching as many people as possible with the information they need. 3. Keeping it local - We take every opportunity to employ local people, involve local communities and build local relationships. We seek feedback from the communities in which we operate, to improve the way we work together for their long term interest. 4. Showing not telling - We provide opportunities for communities to see and experience how we operate, including running site tours, equipment inspections and site-based community information centres. 5. Doing what we say we ll do - We want to deliver on our promises to the community and be trusted to do so. We record, measure and report on our commitments to ensure we are keeping them. 6. Creating the rules of the game - We continuously review and improve our internal communication strategies and activities at all levels of our company, so that the whole of AGL is informed, engaged and committed to the promises we make. 11

16 4.5. AGL Project Team The AGL project team for the construction phase of the NGSF is detailed in Figure 3 below. Figure 3: AGL Project Team AGL s Community Relations Manager (Stakeholder Relations) will lead the community and stakeholder engagement activities for this project. The Community Relations Manager (CRM) will be supported by the Project Administrator and stakeholder engagement consultants GHD to implement this plan. In addition, all project team members including the contractors will have a responsibility to comply this CEP and the overarching Stakeholder Engagement Plan to ensure any contact with the community and stakeholders is carried out in accordance with these documents. See Section 5 for further information on the roles and responsibilities of each project team member in delivering this plan. See the SMP for further information on the interfaces with key stakeholders including specific roles and responsibilities of each team member. 12

17 4.6. Project Milestones and Communication Activities Communication activities will vary throughout the different stages of the project to ensure flexibility in meeting the communication needs of the community. The table below outlines the milestones and key communication tasks required to be completed during the construction phase of the project. Table 4: Key milestone timeline Milestones Key Communication / Engagement Tasks Status Preconstruction March April 2012 Establish a dedicated website Complete Advertise contact mechanisms in local print media Complete Project Approval 10 May 2012 Site Mobilisation July 2012 NGSF site clearing Throughout Construction Phase July 2012 Winter 2015 Establish a Community Consultative Committee (CCC) Convene first meeting of CCC (held 4 July 2012) Signage with phone, postal address and address at entrance to the site Preparation and distribution of Community Update detailing project approval and timeline for key milestones in construction phase and likely activities to expect over the first three months of site mobilisation Landowner, local residents and other key stakeholder notification Advise of specific impacts that may require additional public notification such as, tree clearing, potential habitat impacts, road access, traffic changes or dusty/noisy work Involvement of Native Animal Trust Fund (NATF) during clearing activities Involvement of local Aboriginal land council / traditional owners Induct all contractors and staff to ensure compliance with this CEP CCC meetings held to date: 4 October February May August November 2013 (Postponed) CCC meetings have been scheduled for 2014: 5th February th May th August th November 2014 Community update newsletters (quarterly) Advertisement of contact details for the project in local newspaper (bi-annually) Construction Notifications and Out of Hours notifications (as required) Stakeholder liaison Site meetings Complete Complete Complete Complete Complete Ongoing 13

18 Milestones Key Communication / Engagement Tasks Status Manage 1300 GSF 660 and project [email protected] Maintain site signage Specific landowner letters relating to impacts such as service disconnection, access changes, noisy work Traffic change notification (as per Traffic Management Plan) Updates of the project website All contact logged in Consultation Manager Enquiry and complaints management Report on engagement activities (monthly), issues raised etc Communication document management Daily pre-start and weekly tool box meetings to discuss any community activities, issues or concerns Tank Construction Nov 2012 March 2015 Plant Construction July 2012 June 2015 Low Pressure Pipeline Construction April 2014 October 2014 High Pressure Pipeline HDD Hunter River and Old Punt Rd late 2013 June 2014 Direct mail about any specific construction responsibility issues or non standard construction Enquiry and complaints management Direct mail about any specific construction responsibility issues or non standard construction Enquiry and complaints management Liaison with TAC to coordinate and manage construction activities and impacts Notification letters two weeks before impactful work commences Follow up phone calls, reminder letter or SMS messages with landowners and / or tenants to discuss impacts, potentially modify timing of activities to suit landowners / tenants Door knocking if appropriate Record of Contact forms to be used Calling cards to be left if no contact can be made Dilapidation surveys and damage release forms Engagement with stakeholders along Hunter River Out of hours notifications Ongoing Ongoing Commencing April 2014 Commencing late 2013 Electrical Connection Late 2013 July 2014 Rehabilitation Early to mid 2015 Commissioning Mid 2015 Liaison with AusGrid to coordinate and manage construction activities Restoration of any impacted land where required as per the CEMP Site tour prior to commissioning Media release Newsletter Commencing late 2013 Commencing early 2015 Commencing mid

19 Milestones Key Communication / Engagement Tasks Status Operation Winter 2015 Key stakeholder liaison about any operational issues Signage Manage enquiries and complaints More detailed communication tasks to be developed prior to commissioning Due Winter Communications Approach AGL is committed to developing and maintaining positive long-term relationships with local communities and other key stakeholders. AGL (the Principal ) expects that its construction contractors will exhibit behaviours that reflect AGL s values and that the contractors will respect stakeholders and provide them with a high standard of customer service. The focus of communication activities during construction will be to keep people informed, proactively identify and respond to potential issues and minimise impacts to people, properties and the local environment. The majority of the community and stakeholder engagement will be managed on a daily basis by AGL s Community Relations Manager and the Project Administrator. The construction contractors and its employees, subcontractors, consultants and suppliers shall present a professional image at all times. The contractors shall ensure that all employees respect and adhere to the following procedures with regard to community and stakeholder engagement: Induct all staff on the project using a communications and consultation toolbox to familiarise them with the practices and protocols expected of them Follow established protocols for engaging with the community (see Section 6.1 of this plan) Refer all enquiries where answers are not known to the Project Administrator. Communicate in a timely, honest, polite and respectful manner In the event that a member of the community or other stakeholder contacts you, listen and acknowledge their concerns then follow protocols to ensure that the contact is followed up Only respond to questions from stakeholders and the community when permitted and avoid using complex technical jargon. Observe agreed working hours Refer all media enquiries to AGL s Media department and notify the Community Relations Manager Honour all project commitments made 15

20 4.8. Ongoing communication activities Communication and consultation about the project has been ongoing since mid and has focused on providing information about the gas storage facility site and pipeline corridors, ongoing field investigations and the preparation and exhibition of the project s Environmental Assessment. A range of engagement activities have been undertaken to understand the concerns of stakeholders and the community and to ensure these concerns are adequately addressed and responded to. The key methods for providing information and seeking input into the project continue to include: A 24 hour Community Information Line ( ) and project address ([email protected]) Direct mail to local stakeholders and stakeholder groups Site meetings with stakeholders and stakeholder groups Community updates and newsletters mailed to properties near the facility and along the pipeline corridor Advertisements and media releases Face-to-face stakeholder meetings Community information sessions Quarterly meetings of the NGSF Community Consultative Committee Information provided on AGL s project website at Issues raised by the community Feedback from meetings to date with stakeholders, CCC meetings, telephone discussions and the community information sessions has revealed the following key interests and concerns with the project: Interest in the location of the gas storage facility and pipeline General understanding of the need for the project Past negative experiences with utilities and construction contractors delivering poor restoration following construction on private property Concern about construction impacts (mainly noise, visual, traffic and disturbance) Concern about the impact on local flora and fauna, in particular koalas, birds and trees Confusion between coal seam gas extraction and the Newcastle gas storage facility Completed facility safety. The Contractors should be familiar with these issues and consider them when liaising with the community and working on private property and public areas. 16

21 4.10. Key Stakeholders The following list provides a good, but not exhaustive, list of project stakeholders. The key community liaison activities for the construction contractors will focus on directly affected landowners and those landowners that live near, or may be travelling through, a construction area. Communication and engagement with other project stakeholders has been detailed in the Stakeholder Engagement Plan and will generally remain the responsibility of AGL. A stakeholder register has been prepared and can be located on Aconex, reference number NGSF-AGL-NAS-PM-REG-0003-XLS. During the construction phase of the project there will be engagement with the following key stakeholders: Local community» Affected landowners» Botanic Gardens» Caravan Park residents» Residents of School Drive, Tomago» Residents of Heatherbrae» Residents of Old Maitland Road, Hexham» Ratepayers» Recreational and commercial users of the Hunter River around Tomago and Hexham» Local Aboriginal Land Councils including Awabakal LALC and Worimi LALC. Local environment groups» Native Animal Trust» Port Stephens Koala Steering Committee» Hunter Koala Preservation Society» Others as they emerge Local industry» Tomago Aluminium Company» Varley» AJ Mayr» Others as they emerge Local Councils» Port Stephens Council» Newcastle City Council AusGrid Office of Environment and Heritage Hunter Water Corporation NSW Fire Brigade NSW Ambulance NSW Police Roads and Maritime Services (former RTA) 17

22 NSW Office of Water Hunter Business Chamber Civil Aviation Safety Authority Department of Defence The stakeholder engagement program takes into account that the stakeholders may change from time to time as the interests of the stakeholders vary during the course of the construction and commissioning period. 18

23 5. Roles and Responsibilities 5.1. Structure and Responsibility Table 5 below lists the positions and stakeholder engagement accountabilities for relevant Project Personnel. All personnel and contractors are accountable through conditions of employment or contracts. Each individual is responsible for ensuring that their work complies with all regulatory requirements, AGL commitments and the appropriate procedures. Table 5: Organisational accountabilities Position AGL Construction Project Manager (CPM) AGL - Community Relations Manager (CRM) Accountabilities Approve communication material for technical accuracy and provide relevant information when required. Inform the Community Relations Manager (CRM) of project information and issues relevant to community relations. Assist in building positive relationships by proactively liaising with residents, the community and stakeholders when requested by the CRM. Attend Community Consultative Committee meetings as required. Assist with the management, investigation and resolution of complaints, once escalated to AGL level for resolution. Ensure project reporting is undertaken to meet AGL s audit reporting standards. Ensure contractors meet AGL requirements as described in this plan. Key accountability of the AGL CRM is to ensure all consultation regarding the NGSF is in line with AGL protocols. CRM is the only person in this team responsible for coordinating any response to media enquiries. Regular liaison with Project Team and contractors. Responsible for reviewing community and stakeholder incident and complaint records prior to monthly Steering Committee meeting. Responsible for the review of outgoing public information and communication material Manage the operation of the Community Information Line. Manage the resolution of complaints, including forwarding straight-forward issues to the Contractor to resolve. Lead and manage community and stakeholder engagement responsibilities in accordance with this CEP. Review requested changes to this CEP and oversee the Contractor s implementation of the CEP. Manage the preparation and review of all communication material. Ensure that contractor/staff inductions adequately address the requirements of this CEP. Evaluate and monitor the effectiveness of the CEP. Manage any stakeholder engagement activities. Monitor the media for any community opportunities or issues. Prepare monthly reports and updates to Steering Committee, community relations manager and media team. Ensure required approvals are in place for the public release of information including the correct application of branding and style guidelines. 19

24 Position NGSF CCC Chair and CCC supporting officer Accountabilities Chair the Community Consultative Committee meetings every quarter and as required. Assist with the preparation of the agenda and any presentation materials required Prepare minutes AGL Land and Approvals Advisor Project Administrator Community and Stakeholder consulting support The L&A Advisor is the key point of contact for all government agencies. Provide the Community Relations Manager with information, advice and sufficient notice that will assist in the preparation of communication material including letters, website information, advertisements and briefing notes Review communication material to ensure accuracy and consistency as required. Attend community meetings in addition to CCC meetings as required. Ongoing agency meetings / updates where required. Review and approve property access agreements. Key point of contact for Tomago Aluminium Company (TAC). Organise, manage and record notes for all meetings and briefings with community members and stakeholder groups necessary for the effective implementation of the CEP. Record all community contacts in Consultation Manager. Respond to community enquiries in a timely manner and keep a record of all enquiries and complaints in accordance with Enquiries and complaints management protocol (see 6.5). Report complaints immediately to the CRM and provide assistance to resolve complaints. Prepare a monthly report on communication and consultation activities and any issues for review by CRM. Review and update this CEP and seek approval of changes from the CRM. Work closely with the CRM providing information, advice and sufficient notice that will assist in the preparation of communication material including letters, website information, advertisements and briefing notes. AGL Environmental Manager Construction Manager (Contract) Full time This is an AGL role to ensure compliance with the conditions of approval. Attend project control and working group meetings where required. Attend community meetings where required. Ongoing agency meetings / updates where required. Prepare monthly Environmental Report. The Construction Manager s key responsibility is compliance with the conditions of consent with regard to construction. The Construction Manager will work closely with project team members to ensure clarity and commitment of project communication objectives and values are achieved. Contractors Comply with this CEP and ensure all team members are inducted and are familiar with the community engagement processes and procedures outlined in this plan. Develop a tailored community and stakeholder engagement plan for specific works contracted to ensure all community risks, issues and opportunities are identified and appropriately managed. Manage community enquiries and complaints received either on site or received via the project and / or Community Information Line. Record all interactions with community members on a Record of Contact form and send these forms to the Project Administrator for recording in Consultation Manager. Send at least once a week. Leave calling cards if door knocking is done and no one is home. Provide three weeks notice of construction activities that may impact landowners or community members to ensure CRM can coordinate adequate notification. Notify CRM if a community issue cannot be resolved. 20

25 6. Communication Management 6.1. Communication Protocols Personal Presentation Staff should keep in mind that their customer service behaviours will represent the public face of AGL. The following protocols should be observed: All AGL representatives, including contractors, must produce ID on request. Appropriate occupational health and safety attire should be worn at all times. No clothing with offensive logos is to be worn Parking Adhere to site parking requirements. Do not block driveway access or gates unless previously organised with residents Visual Appearance of Site The following protocols should be observed to maintain visual upkeep of the site, access areas and pipeline corridors. Keep the work site and surrounding areas clean. Clear away excess spoil and rubbish regularly. No smoking is permitted on private property. Cigarette butts (from smoking away from private property) must be disposed of in rubbish bins. Ensure site signage contains contact details for the 1300 community information line, website address, postal address and project address. If applicable, ensure that site signage is hung in a location that is easy to access by community members, is hung straight and kept tidy. Take pride in the presentation of the site, and ensure AGL continues as a good neighbour and responsible member of the community Noise All work must be done in accordance with the requirements outlined in the Construction Environment Management Plan (CEMP). The following protocols should be observed. Turn off any machinery that isn t being used. Don t yell at other workers on site. No loud music is to be played in construction vehicles. Workers are to be mindful of noise at sensitive times. 21

26 Door Knocking If door knocking is required, the following protocols should be observed: When knocking at a door always identify yourself as an AGL representative. Always be polite and informative and be prompt in following up enquiries. Inform the resident that you would like to take notes to document the interaction. If the resident agrees make relevant notes of the person you spoke to, time/date and their views/concerns on the project (Record of Contact form to be used, if possible). Allow the resident the opportunity to review the record and ensure it is an accurate representation of the conversation. Note any residents door knocked but not at home. Always leave the Calling Card in the mail box or at the front door to inform the landowner who was there. Where new work is commencing that may impact a resident/landholder this must be done before starting work on the first day in the new area Caring for Local Wildlife The work sites are located in/near bush land and parkland. Therefore, the presence of wildlife is very likely. Care should be taken not to disturb, injure or kill any birds or animals. The following protocols should be observed: In the event wildlife is injured or encountered call the Native Animal Trust on Project specific Environmental Management Plans (EMPs) will be prepared for the construction and operational stages of this project. The EMPs will outline procedures which will address how statutory and community responsibilities will be managed. The EMPs will: Address environmental objectives, commitments and conditions of approval for the Project. Provide procedures for avoidance, mitigation and management of potential environmental impacts on a site-specific or issue-specific basis. Outline a management framework for managing environmental issues during construction and operation of the Project. Provide a program for monitoring and reporting against evaluation objectives. Provide a basis for developing and improving environmental management procedures during the life of the Project Rehabilitation AGL is committed to ensuring areas affected by construction activities are restored to the same condition they were in prior to construction or better. Dilapidation surveys should be done for private properties affected by construction activities particularly where construction of the high pressure pipeline is taking place close to a house or building. Following the completion of restoration activities a damage release form will be signed off by landowners. 22

27 Rapid reinstatement and rehabilitation requirements will be documented in the CEMP. The Contractor is responsible for this phase of restoration. A rehabilitation plan will be developed for the long term restoration of the construction corridor Timing and Distribution of Communication Material Approvals AGL has final approval over all public materials about the NGSF, including (but may not be limited to): Media releases Website material Community letters Community updates (newsletters) Meeting minutes from the NGSF Community Consultative Committee (CCC) Advertising and signage Contract-specific advices to directly affected stakeholders Material for inclusion in trade/specialist industry publications Advanced notice of distribution of materials The Community Relations Manager is responsible for providing communication team members with at least one week s notice in advance of the two week notice letters being issued to landowners or residents. This allows time for the letters to be prepared, approved, printed and posted Advanced notice of activities that will impact stakeholders The Contractor must advise the Community Relations Manager or the Project Administrator in advance of any work that may cause additional impacts so that letters, meetings, advertisements and signs can be prepared. Consideration must be given to potential noise impacts, disruption to traffic flows and the safety and disruption of livestock. A minimum of 48 hours notice should be provided to potentially affected parties for short term impact works Advanced notice of work program adjustments If there are any changes to the work program (where non-standard working hours are required or where noisy work is required) the Contractor must notify the Community Relations Manager or the Project Administrator immediately so that appropriate notification can be issued to residents. OEH requires that work to be done outside of standard construction hours be notified to residents at least 14 days prior to work commencing. 23

28 Distribution protocols The project Community Information Line (1300 number), postal address, and web address will be advertised on all project material including the project website, newspaper advertisements, community updates and project signage. Out of hours work notifications and emergency out of hours work notifications should contain the Contractor s telephone number (usually a site supervisor) to ensure any issues relating to the works can be addressed by someone on site. Any complaints should be escalated to the Community Relations Manager or the Project Administrator Distribution of NGSF CCC meeting minutes Secretarial support will be provided by the Chair of the NGSF Community Consultative Committee (CCC) for each meeting. This support will include the distribution of communication material including meeting minutes and agendas. All CCC meetings will be minuted. Draft minutes from each meeting will be distributed electronically to members within 10 working days of each meeting. Members who wish to make comments/changes should send back these comments within 10 working days so every attempt can be made to publish the draft minutes to the Project website within 4 weeks of each meeting. Minutes will be confirmed at the next general meeting of the CCC with the final version to replace the draft on the website. Minutes have been paraphrased for conciseness and are not recorded verbatim Advice to community and key stakeholders of changes or delays The Contractor should advise the Community Relations Manager of expected daily start up times so landowners, community members and interested key stakeholders can be advised of any changes or delays to schedules. 24

29 6.3. Traffic Change Notifications Traffic controllers will be required to be briefed on community engagement procedures and processes as part of their induction to the Project. The Contractor must adhere to the public notification requirements included in the approved Traffic Management Plan. As a minimum written notice, signage and local advertising must be given to residents or motorists likely to be affected by changes in traffic and parking conditions around and through the construction site. Variable message boards may be required along major roadways where major pipeline construction is taking place. Should these minimum requirements, the Project s Conditions of Consent or the Traffic Management Plan require Superintendent inputs to implement them (such as advertising and writing to affected landowners and businesses) the Contractor shall notify the Community Relations Manager with at least two weeks notice Enquiries and complaints management Pre-empting and proactively managing community and stakeholder issues is crucial to the overall success of the project. The community and stakeholder engagement approach and process outlined below is designed to support the management of community and stakeholder issues. It is a requirement that all documentation in relation to complaints received for the NGSF project must be consistent with the handling process outlined in this (CEP) Approach The NGSF is a positive project that will provide greater security of gas supply in the region. During the construction and commissioning phases of the project, there will be potential to inconvenience the public and concerns may be captured through a number of ways. To manage this, this CEP aims to: Provide team members with the ability to respond to general enquiries about the project, and resolve concerns and complaints Ensure team members are aware of issues/complaints that may have projectwide application or impact Provide team members with information on how to record issues/complaints as they arise Ensure the correct individual defines and executes required actions Ensure a consistent approach across the project Avoid project timeline delays due to complaints 25

30 Issues management for CSG related enquiries AGL is also acutely aware of the need to design and implement a comprehensive and inclusive community and stakeholder engagement process that aims to manage issues arising as a result of controversial media coverage on the broader issue of coal seam gas exploration activities in Queensland and NSW. AGL has identified that there are likely to be perceptions of safety risk around the hazards presented by the gas storage facility. An important part of the consultation will require careful management of issues regarding the storage of CSG to ensure they do not escalate Community information line, project and postal address The community information 1300 number lies at the core of issues management ( ). It will be widely promoted on all project communication materials including advertising, newsletters, fact sheets, website, displays, construction flyers and stakeholder and community letters. An aim will be that all enquiries / complaints will be resolved within 48 hours of being received and details logged into the Consultation Manager database for tracking purposes. The community information line is staffed 24 hours a day by AGL s call centre and all enquiries and complaints are passed onto the CRM and the Project Administrator for action. Contractors will also be responsible for responding to enquiries or complaints received on site and via the community information line or project at the request of the CRM. A project address [email protected] has been established to manage any enquiries or complaints relating to the project. A postal address will also be promoted should community members wish to make an enquiry or complaint via a letter. This address is Locked Bag 1837 St Leonards NSW The community information line number, postal address and address will be advertised in local newspapers every six months and will be displayed on signage at the entrance to the site Consultation Manager Stakeholder database The Consultation Manager database will assist in tracking issues, identifying trends and providing an early indication of concerns before they develop into misunderstandings or conflict. It also provides a framework for monitoring enquiries and evaluating the effectiveness of engagement and communication. It is a web-based database that allows instant generation of issues/responses for reporting requirements as well as flexibility in terms of access for the project team. 26

31 NGSF website Project information is to be included on the AGL NGSF website. This will include: Overall details of the project Project status Regular updates such as the Community Update newsletter which is designed to be published quarterly A copy of the project approval including any future modification made to this approval A copy of any environmental approval, licence or permit required to undertake the project Electronic copies of each plan, report and/or monitoring program required by the conditions of consent Details of any audits or compliance reviews undertaken Minutes of, and supporting documents from the quarterly Community Consultative Committee meetings Details about how to make direct contact with the project team via a direct - [email protected]. The website will need regular reviewing to ensure it remains accurate and up to date Protocols for enquiries and complaints management Below is the process for managing enquiries and complaints. Figure 4 on page 31 illustrates the process schematic. Remain Calm: If you are responding to a complaint received on the Community Information Line, remain calm and try to be sympathetic. The person making the complaint is likely to be agitated or upset. Remaining calm and not acting defensively will help to calm the person down. Listen. Refer to the project fact sheets and Frequently Asked Questions. Take down as many details as possible, including how the complaint was received, their name, contact details and the details of their complaint back to them to ensure that the complaint has been recorded correctly. Record conversation: All complaints must be recorded verbatim on a Record of Contact form and entered directly into Consultation Manager or passed onto the Project Administrator to record in the database. A complaint is any expression of dissatisfaction in relation to the project, including project impacts, worker behaviour or the quality of work being delivered. Thank the person: Always thank the person for raising this concern or complaint and assure them that we will work promptly to deliver an appropriate solution. Explain your timeframe for responding to them, even if it will be an interim response. All complaints must be responded to within 48 hours. If the complaints cannot be responded to or resolved within this timeframe the 27

32 complainant must be kept up to date on progress. Any subsequent detailed response or action may be provided within two weeks or a timeframe as agreed by the complainant. All complaints must be made known to the Community Relations Manager and Project Administrator. Follow up: If a contractor is responding to the complainant and they wish to speak to someone in authority, take down the necessary details and explain that the Community Relations Manager will call them back. Escalate where necessary: Serious complaints as determined by the contractor, and including any threats to go to media must be escalated to the Community Relations Manager. All complaints should be entered into Consultation Manager. Assess and resolve in a timely manner: Complaints that come in via the Community Information Line will be assessed by the CRM and either resolved immediately or, depending on who can best resolve the issue, forwarded to the Contractor to resolve and report back on. Details of any action taken to resolve the complaint should be recorded in Consultation Manager and if no action was taken details should be recorded about why no action was taken. 28

33 Figure 4: Complaints and enquiry management process 29

34 6.5. Unresolved complaints/disputes In the event that complaints are not resolved through the enquiry and complaints management process described in the following steps have been designed to progress dispute resolution. These steps are in accordance with the principles of the Australian Commercial Dispute Centre s Mediation Guidelines (the Guidelines). Step 1. Written notice of dispute The complainant must write to the other party to give notice of the dispute and specify that they are using this dispute resolution procedure. The following details need to be included in the letter: Nature of dispute Outcome the complainant is seeking What action the complainant believes will settle the dispute Step 2. Direct negotiation between parties The parties should attempt to resolve the dispute between themselves. Step 3. Request for a mediator If the dispute cannot be resolved within 2 weeks after notice of the dispute has been given, either party may ask AGL to appoint a mediator. Step 4. Appointment of a mediator If the parties to the dispute make a request, an independent Australian accredited mediator must be appointed within 14 days of the request. Step 5. Set mediation details The mediator must decide: How the mediation is to be undertaken (for example by video conference, telephone or meeting) The time and place for mediation (usually at neutral premises) The day that the mediation commences. Step 6. Mediation When mediation is requested by either party, it becomes mandatory for both to attend the mediation and to try to resolve the dispute. Refusal to attend the mediation and/ or make a genuine attempt to resolve the dispute constitutes a breach of the Guidelines. The mediation process should be conducted in accordance with the Guidelines. The Guidelines can be found at this link: 30

35 Step 7. Agreement is reached or mediation is terminated When an outcome is agreed to between the parties, the mediator will assist them in writing it down. The written record will normally be a binding contract. The mediator may terminate the mediation at any time if the mediator is satisfied that a resolution is not likely to occur. More information can be found at the Australian Commercial Dispute Resolution Centre Media protocols All media enquiries should be directed to the designated key AGL spokesperson for this project, Ngaire Baker, Media Relations Business Partner, Upstream Gas, Tel Alternatively, the AGL media relations team can authorise comment on behalf of the project, following AGL s media authorisation protocols. The Contractor and its employees are not authorised to respond to media enquiries. If approached by the media the Contractor shall take the reporter s contact details, the purpose of the story and their deadline, and then explain that the Principal s media spokesperson will follow up. The Contractor shall advise AGL s media representative and AGL s Community Relations Manager. No media release, statement or comment relating to the project shall be issued without the Principal s approval. This includes requests for off the record comments. Any reference to the project in the Contractor s internal or promotional materials (such as in trade publications), must first be approved by the AGL communications and media teams Project inductions, tool box talks and pre-starts Project inductions The project inductions for all AGL staff and sub-contractors who will work on this project will include a Community Engagement component. The Community Engagement section of the project induction will consist of the parts of this Plan that are relevant to the work being performed. This will include but not be limited to: A brief explanation of the consent conditions including the complaints procedure The Stakeholder Engagement Principles and Objectives Details of the key Community Engagement staff and their roles A brief overview of communication activities Communication protocols including the use of the Record of Contact Form The enquiries and complaints management process 31

36 On completion of the site induction, each inductee will be presented with an induction card containing their name and role on the project. On the reverse of this card will be the community information line telephone number, the Native Animals Trust telephone number, and the AGL Media Spokesperson s telephone number. These numbers enable any staff member or sub-contractor to proactively respond to community enquiries or complaints, to media enquiries, and to accidents or issues involving native animals Daily and weekly project team discussions The daily pre-start discussions shall include, where relevant: a reminder of the impacts of the construction work being carried out that day, including the presence of nearby residents or other neighbours to the work any relevant information about issues identified between residents/neighbours and the community relations staff consideration of ways to reduce impacts on the most directly affected residents/neighbours. Weekly toolbox talks shall include, where appropriate: a reminder of the impacts of the construction work being carried out during the next week a recap of any stakeholder issues that have arisen in the past week, and discussion on how to avoid or reduce stakeholder issues a reminder to use the Record of Contact Form for all instances of community and stakeholder contact a reminder that straightforward issues should be dealt with and resolved onthe-spot wherever possible a reminder that the Community information line number, and other numbers, are on the reverse of the induction card. 32

37 7. Reporting The following mechanisms are recommended to ensure that AGL is able to monitor, check and report on potential issues and the effectiveness of the CEP. The table below outlines the suggested reporting requirements for the CEP. Table 6: Communication reporting requirements Activity Purpose When Responsibility Fortnightly project team meetings Report to project team on upcoming activities, discuss activities that may impact on community members and stakeholders and report on any issues that may have arisen or require management Fortnightly Project Administrator and CRM Monthly Consultation Manager report to Steering Committee High level report on key activities and any community issues or complaints that may have arisen. Report back on meeting KPIs Monthly CRM Quarterly report Report on project status against Key Performance Indicators. Quarterly Project Administrator and CRM Enquiry/complaint contact form Complete record of contact form to ensure recorded in Consultation Manager database Every call to 1300 line / / discussion with residents on site / direct phone call within 48 hours Project Administrator, CRM, Contractors Complaint/enquiry follow up Prepare response to caller, resolve issue, and enter into Consultation Manager database. Every call, and complaint received on site within 48 hours. Project Administrator, CRM, Contractor 33

38 8. Performance Evaluation and Management Review 8.1. Communication Performance Evaluation Monitoring and evaluating the performance of communication and consultation activities throughout the construction phase of the NGSF project is an important process for ensuring these activities are effective, appropriate and adequate in addressing community and stakeholder communication needs. AGL aims to achieve a Consult level of engagement with the focus on keeping people informed, proactively identifying and responding to potential issues and minimising impacts to people, properties and the local environment. Therefore the monitoring and evaluation process will need to be robust so that there is flexibility for the community engagement strategy to be improved and adapted to the needs of the community and stakeholders. Ongoing evaluation and monitoring of communication and consultation activities will also ensure that AGL is meeting the consultation requirements that have been determined as part of the Conditions of Approval for the project Evaluation Criteria Communication performance will be monitored and evaluated against the project s key communication objectives to: To establish an effective and efficient communication process with the NGSF community and key stakeholders providing clear, consistent and timely information with regard to the construction aspects of the project. To develop community and stakeholder trust and confidence in the project by considering input received and providing feedback on how input has influenced decisions. To ensure that community and key stakeholders are kept informed of construction aspects for the duration of the construction period. To develop and strengthen long term partnerships with the community and key stakeholders. Ongoing performance and monitoring of activities will also be measured by collecting feedback during consultation activities such as feedback form responses and the logging of enquiries and complaints in Consultation Manager Performance Evaluation Throughout the duration of the project AGL will undertake ongoing monitoring of the performance of the communications and consultation activities including: 34

39 Meeting project team induction requirements Compliance with established communication protocols and procedures as outlined in this CEP Database management procedures and compliance with complaint and enquiry response targets Community feedback mechanisms such as feedback forms, information sessions and comments received either on the project or 1300 community information line The number and types of complaints External indicators of the effectiveness of communication activities including media stories. 35

40 Key Performance Indicators Key performance indicators (KPI s) will be used to benchmark evaluation and performance standards. The following table will be used in evaluation and contains: The project s key communication objectives; Primary tasks required to achieve each key objective; Performance measures to evaluate achievements in each area; and Quarterly status report to monitor the delivery of tasks in achieving each of the KPIs. The status of these tasks will be measured using a traffic light index whereby green indicated (meets KPI), yellow (on track) and red (urgent attention required). A quarterly report will be issued to the NGSF Project Manager and AGL s Head of Community Relations. Objective Primary Tasks Performance Measures Status as at: [Date] Comments To establish an effective and efficient communication process with the NGSF community and key stakeholders providing clear, consistent and timely information with regard to the construction aspects of the project. Project website to be updated regularly with project progress Manage 1300 community information line, project and postal address Direct mail to affected stakeholders and stakeholder groups Convene quarterly Community Consultative Committee (CCC) meetings Community updates to be prepared Face to face stakeholder meetings Regularly update the website with project information following construction milestones All calls, letters and s received are correctly logged in Consultation Manager as per the protocols in this CEP Ensure regular meetings are held with the CCC as per the agreed schedule Issue the quarterly community update newsletter and make this available on the project webpage according to the schedule Hold face to face meetings with key stakeholders as required and record the outcomes of these meetings in Consultation Manager 36

41 Objective Primary Tasks Performance Measures Advertisements and media releases Community information sessions Publish advertisements to promote community information sessions at least two weeks before the event Publish advertisements with the project contact mechanisms every 6 months Media releases to be distributed at construction milestones Seek feedback via a feedback form following community information sessions to understand if the session was valuable and informative. Status as at: [Date] Comments To develop community and stakeholder trust and confidence in the project by considering input received and providing feedback on how input has influenced decisions. Manage and respond to enquiries via the 1300 community information line, and via written correspondence Widely promote consultation activities Provide opportunities for face to face discussions including meetings and community information sessions Provide detailed, clear and consistent information about the project in communication materials Record minutes from CCC and publish these on the project website to provide transparent information Abide by access requirements as outlined in access agreements Ensure agreed notification period Manage and respond to all enquiries and complaints within 48 hours Ensure the community s feedback is reported either in minutes from the CCC meetings or in community information session reports explaining the outcomes and how their feedback has been considered and addressed Ensure a two week notification period is given for upcoming consultation activities Provide a range of options for stakeholders to ask questions Ensure all communication materials contain the website address, contact 1300 number, project and postal address Ensure 48 hour notification period is given for access to undertake works Publish minutes from the CCC meetings on the project website 37

42 Objective Primary Tasks Performance Measures is given for temporary construction works (48 hours notice) Monitor and address issues and complaints promptly, politely and constructively Follow communication material approval processes to ensure consistency of messages Undertake a survey with CCC members to confirm communication materials are detailed and clear Close out all complaints and log all details into Consultation Manager No complaints about the management of issues / complaints All staff and contractors to be inducted on the protocols for behaviour and communicating with the public Provide a monthly high level report to the Steering Committee on communication activities undertaken and all issues and contacts received Provide two weeks notice (as a minimum) of upcoming consultation activities Distribute community update per quarterly schedule Media releases distributed at key project milestones Ensure 48 hour notification period is given for access Distribute media releases at key project milestones Ensure community and stakeholder engagement is included as an agenda item at every pre-start meeting Status as at: [Date] Comments 38

43 Objective Primary Tasks Performance Measures Ensure community and stakeholder engagement is included as an agenda item at every toolbox meeting Status as at: [Date] Comments To develop and strengthen long term partnerships with the community and key stakeholders. Convene the CCC meetings throughout the project Community information sessions held at key project milestones Face to face meetings Identify opportunities for partnerships through face to face consultation activities Ensure CCC meetings are held as scheduled Follow through with identified partnership opportunities and report back to the CCC Meet with key stakeholders throughout the project and interview them about long term partnership opportunities and how communication could be improved to build these relationships 39

44 Appendix A: Frequently Asked Questions Newcastle Gas Storage Facility

45 Frequently Asked Questions The following frequently asked questions have been approved by AGL for use in communication material and should be referred to when liaising with the community. Project Context Q: Why do we need gas storage? A: The Project will provide a reserve of natural gas which will play a critical role in ensuring the security of supply during periods of peak energy demand or during periods of supply disruption. It will also support the development of gas-fired power generation which can be used to back up renewable energy supplies such as wind power. This is consistent with the New South Wales Government's future energy planning needs. The Project will help prevent supply constraints, particularly on cold winter days, with its capacity to store the equivalent of about two weeks' gas for the greater Newcastle region. Q: How are we storing the gas? A: The Project includes an above ground insulated tank kept at atmospheric pressure, along with associated plant infrastructure. The natural gas is cooled to about minus 162 C and stored as a liquid known as Liquefied Natural Gas (LNG). When LNG is needed, it is warmed up and converted back into natural gas. Q: Why is AGL building a gas storage facility at Tomago? A: The Tomago industrial area is appropriately zoned for this type of development and is close to a major demand centre. The site is adjacent to the Tomago aluminium smelter, a significant industrial operation with high standards of safety consistent with those of AGL. The site is large enough to provide the buffer zone as required by the Department of Planning and Infrastructure. Q: What makes up the Project? A: The Project comprises three components: A gas pipeline will join the gas plant to the Hexham receiving station A gas plant including a refrigeration plant to liquefy natural gas, an LNG storage tank, and a vaporisation system to convert the stored LNG back to natural gas for delivery into the pipeline. This will include an access road and utility corridor to allow utilities access from Old Punt Road Hexham receiving station to transfer the natural gas to and from the Jemena distribution network. Appendix A-1

46 Q: How much is AGL investing? A: The development will result in an investment by AGL of about $310 million. Q: How many jobs will be created? A: During construction of the GSF, up to 300 people will be employed. Once constructed, up to 15 permanent full-time employees will be required. Q: When will consultation about the Project begin? A: AGL has consulted extensively with relevant State and local government agencies, as well as local residents, landowners and local businesses. AGL will continue to liaise with stakeholders and the local community throughout construction completion and operations. Q: What is the current status of the Project? A: AGL aims to be ready to deliver gas to market from the Project in To meet this target, construction began in early Q: What are the benefits of the Project? A: There are a number of key project benefits at national, state and local levels. These include: Supporting the NSW State Government initiative to reduce greenhouse gas emission targets Reducing NSW's dependence on gas imported from interstate, providing a more secure and continuous supply Creating flow-on economic benefits to the region during the construction, commissioning and operational phases, such as employment opportunities. Providing greater security of gas supply, particularly during peak load periods Providing infrastructure support for the growing gas supply industry in NSW Q: How will the community be kept informed? A: AGL will keep the local community updated throughout the planning and construction phases to ensure residents and local businesses are fully informed. AGL will update this website as relevant information becomes available. We also have a Community Consultative Committee (CCC) in place. Alternatively, the community can contact members of the project team directly. Our contact information can be found on the contact us page. Appendix A-2

47 Hazards and Risks Q: Is LNG hazardous? A: LNG is natural gas which has been cooled down sufficiently to form a liquid at atmospheric pressure. LNG is not like LPG (liquefied petroleum gas) which has to be stored under pressure. As a liquid, the risk of LNG burning is extremely low. It is colourless, odourless and non-toxic. It does not mix with water and leaves no residue. The hazards associated with LNG are similar to those of natural gas except that it is much cooler and therefore forms a much smaller gas cloud for the same size release. If LNG did escape from its storage containment to the environment, it would form a pool and begin warming immediately and returning to its gaseous form. As the gas warms up, the vapours become lighter than air and rise into the atmosphere and dissipate. LNG and natural gas are mainly composed of methane gas. Methane vapour is only flammable if it is within the concentration range of 5-15% gas in air, otherwise it is non-flammable. Q: What are the risks associated with the Gas Storage Facility? A: The Gas Storage Facility will process, handle and store substantial quantities of LNG. The facility will be designed to Australian and International standards to minimise the risk of an incident happening and provide mitigation measures in the event an incident does occur. More than 100 small and large scale LNG storage facilities are in operation in the United States and Europe. A similar facility to this Project was built in Dandenong, Victoria, in 1980 and has experienced no adverse incidents. The construction, commissioning and operation of the Project will be subject to Government approvals processes, including the Work Cover Safety Case process, minimising risk to workers and the community. The safety, efficiency and stability of the Project will be achieved through the use of high-integrity safety systems, regular preventative maintenance programs, detection and protective measures. Security measures will include security patrols, protective enclosures, lighting and monitoring equipment. The site and plant layout will ensure that any operational issues are contained within the site boundaries, including an appropriate buffer zone as required under legislation. Appendix A-3

48 Q: Is there a risk of fire at the facility and therefore bush fires? A: Any spill of flammable material will be contained within the site area. If there is a fire subsequent to a spill, then the fire will be allowed to burn - LNG will vaporise and burn itself out. AGL is building the gas storage facility on a 28 ha parcel of land within the larger 250 ha industrial site at Tomago. This land is subject to bushfire threat. The required buffer zone will be maintained around the gas plant, the processing plant and storage tank to minimise the bushfire risk. The facility has been designed to operate with low potential bush fire threat. As is the case for all major fires, people around the site will need to evacuate the area to prevent injury from heat radiation. The buffer to the boundary fence will prevent immediate injury from radiation. Q: Will the required buffer zone be contained within AGL's property boundary? A: The buffer zone is within the property boundary. Q: Do you expect plume rise to occur from the proposal? A: No. A small amount of gas will be burnt via the flare. Q: Are there health risks to the community such as air contamination, and what actions is AGL taking to reduce these risks? A: Health risks to the community will be negligible. The design and construction of the facility will be in line with energyefficient technology. There will be some gas emissions as part of standard operations created through the liquefaction process (i.e. the process to make liquefied natural gas). As is standard practice in gas facilities, the plant will have a flare to release gas build up from time to time. Environmental Impacts Q: Will vegetation and trees need to be removed? A: Up to approximately 20 ha of vegetation will be removed within the primary Project area. An extensive range of environmental safeguards, mitigation measures and monitoring and management programs will be implemented to avoid or minimise impacts. Offset land will be provided and a strategy developed in consultation with the Office of Environment and Heritage (OEH), and the Department of Planning and Infrastructure (DP&I). AGL will also closely consult with local stakeholders who have community expertise in restoration and habitat protection (including the Hunter Botanic Gardens at Tomago) to develop long term sustainable community partnership programs. Appendix A-4

49 Q: What will happen to the Earps gum trees? A: Of the approximate 20 ha of vegetation to be cleared, up to 15 Earps gums will need to be removed. These gums were planted following sand mining activities between 1970s and the 1990s. AGL is working closely with the Hunter Botanic Gardens to develop an offset strategy that ensures longer term minimal impact can be achieved. One of these initiatives is to replant seeds of these gums. Q: Can you relocate the access road to avoid the high value Koala habitat? A: The locations of the gas storage facility, pipeline and access routes have been identified as the most suitable taking into consideration a number of constraints. These include physical location, hazard management, environmental impacts, engineering aspects and future site development. The intersection of the access road has been designed to accommodate the existing Ausgrid easement that runs within the site. Q: Is there a risk of contaminating the community's water supply? A: Construction and ongoing operation of the gas facility is not considered to be a high risk to the shallow underlying groundwater used as raw water for Newcastle's drinking water supply. Most facilities will be above ground, and surface water and groundwater monitoring systems will be in place to ensure early detection of any impacts. In the highly unlikely event of any spill/leak, LNG will evaporate so there is no risk to groundwater from the stored gas. Several layers of protection measures are proposed to protect the groundwater against the risks of contamination, including: controlling all stormwater runoff from construction sites providing sedimentation basins for all surface water runoff from disturbed areas separating clean water (water from undisturbed areas) from potentially impacted water from construction activities building temporary and permanent infrastructure to capture any spills or leaks collecting and storing waste water before transporting offsite for treatment or disposal pumping stormwater from the site to the Port Stephens Council drainage system at Old Punt Road ongoing water monitoring to ensure water quality is maintained. Protecting Cultural Heritage Q: Will Aboriginal cultural heritage be impacted? Appendix A-5

50 A: The Project is on the boundary of two Local Aboriginal Land Councils (LALC), Awabakal LALC (south of the Hunter River) and Worimi LALC (north of the Hunter). The Hexham portion of the project is predominantly associated with the Awabakal clan subgroups, the Pambulong and the Ash Island Clan. There is potential for the Project related activities to disturb Aboriginal cultural heritage sites. Management procedures will be developed in consultation with the appropriate LALCs to ensure that in the event that any Aboriginal cultural heritage sites, features or artefacts are unearthed during construction, there will be a process to ensure they are protected. Geotechnical, Construction and Operational Issues Q: Will the gas storage facility be noisy and dirty and cause more traffic? A: Due to the distance of the primary project area (about 1km) from the main Tomago town, any associated visual, traffic and noise impacts should be minimal during construction. Ongoing plant operation will have little impact on the local community. The pipeline along Old Punt Road will be installed below ground so local impacts will be minimal. The anticipated road tanker traffic is three trucks per day and a transport hazard study will be undertaken to assess any risks associated with this. Q: Will you be drilling for gas at the project site? A: No. We are building a gas storage facility. It is not a coal seam gas (CSG) project. The only drilling being undertaken is for geotechnical and groundwater monitoring purposes. Q: What will be the anticipated length of the horizontal directional drilling (HDD) beneath the Hunter River? A: The HDD length is anticipated to be approximately 600 metres. Q: Why is the facility not located closer to Old Punt Road? A: This proposed site was offered to AGL by Tomago Aluminum Company, and is suitable both environmentally and operationally. Q: How long is the pipeline from Hexham to the gas storage facility? A: The pipeline is approximately 5.5km long. Q: What will AGL do with discarded water during the operation of the facility? Appendix A-6

51 A: AGL proposes to truck wastewater from the Project site to an appropriate treatment facility. Q: What will happen to the stormwater? A: Stormwater from the active plant areas of the site will be captured and stored in an onsite holding pond prior to water quality testing, and then pumped via a dedicated stormwater pipeline along the access road to the Port Stephens Council stormwater system at Old Punt Road. Q: What will happen to the surface water? A: Surface water in potentially contaminated areas will be collected in sumps. The quality of water in the sumps will be checked for contamination. If contaminated, it will be pumped to trucks and removed from the site. If uncontaminated, it will be manually released to the holding pond and discharged to stormwater. Q: Has AGL taken into account sea level rises? A: Yes. Flooding studies considered a rise in sea level. The site is not at risk of rising sea levels. Q: Why was the access road not co-located with the emergency road? A: We have identified the pipeline corridor (the emergency road) as a secondary means of escape from the plant site, should there be an incident that prevents escape along the access road. General Gas Questions Q: What happens to the Facility if there is a power failure? A: The main power for the facility is being provided from AusGrid's high voltage (33kV) network at a point in the network where two independent power networks meet, thereby providing redundant power supply. Should both sources of power fail, the gas storage facility has an emergency diesel power generation system designed to maintain all safety and integrity systems operational in case of a complete power failure. Q: How big will the LNG storage tank be? A: The tank height from the ground to the roof apex will be up to 56 metres. Appendix A-7

52 Q: Why not reduce the height of the storage tanks and increase the number (e.g. have two high) to reduce the visual impact? A: The facility will not be visible to the public as it is set back more than 1km from the closest public road. The closest neighbours, the Botanic Gardens, some 500 metres from the site will not be visible to the site because of the bushland buffer zone. Appendix A-8

53 Appendix B: Record of Contact Form Newcastle Gas Storage Facility

54 Record of Contact Form Project: AGL Newcastle Gas Storage Facility Date of call Time of call Taken by Type of call Complaint/Enquiry/Comment/Other (circle appropriate) Details of call Caller s name Contact details Address Phone Follow up action required Action taken By whom Organisation When Date Time Action completed Date Signature The above form must be completed or information entered directly in Consultation Manager, for each call or discussion had with a community member/stakeholder when enquiring, commenting or complaining about the project. It should then be ed to the Project Administrator to take action and recorded for reporting. Appendix B-1

55 Appendix C: FINAL Terms of Reference Newcastle Gas Storage Facility As of August 2012

56 NEWCASTLE GAS STORAGE FACILITY (NGSF) ESTABLISHMENT OF A COMMUNITY CONSULTATIVE COMMITTEE FINAL TERMS OF REFERENCE August 2012 The Community Consultative Committee will comprise representatives of key stakeholder groups who have a demonstrable interest in or connection to, the NGSF. It is anticipated that this will include but not be limited to community, conservation and business groups, as well as state and local government interests. The Newcastle Gas Storage Facility Community Consultative Committee (NGSFCCC) will be guided by the following terms of reference: Aims and objectives The specific objectives if the NGSFCCC are: To establish an effective and efficient communication process with the NGSF community and key stakeholders providing clear, consistent and timely information with regard to the construction aspects of the project; To develop community trust and confidence in the project; To ensure that community stakeholders are kept informed of construction aspects for the duration of the construction period; To develop and strengthen long term partnerships with key community stakeholders; Ensure issues are managed collaboratively and that there are no surprises ; Function as a conduit transmitting information between the NGSF Project Team and stakeholders; Function as a sounding board for the NGSF and stakeholders; Identify opportunities and threats to the overall project; and Provide feedback to the NGSF. Role of the CCC Discuss and assist NGSF Project Team to resolve matters of environmental and social concern. Provide a forum through which:» Information on development works associated with the site is made available to stakeholders; Appendix C-1

57 » The local community knowledge and skills can be considered in a constructive way;» A greater community knowledge base about the elements of the Gas Storage Facility can be developed; Provide an opportunity for participation in relevant key decision making processes connected to these works and ongoing site management; Assist in establishing relationships between the NGSF Project Team and key stakeholders and the wider community during the construction and commissioning phases of the project; Provide a conduit for the dissemination of information to, and input from community members and other key stakeholders; and Consider the suggested communications and engagement activities around the overarching project announcements. NGSFCCC and the NGSF Project Team principles The principles underpinning the relationship between the NGSFCCC members and the NGSF Project Team are those values and behaviours adopted in the NGSF Project Execution Plan. Values Wellbeing Behaviours Care for people, environment and community Integrity Be respectful, honest and trustworthy Curiosity Challenge the norm Passion Pursue excellence Teamwork Integrate our team Communicate openly Celebrate success Commitment Be accountable Engagement Be inclusive, share understanding and solutions Membership Information Members of the NGSFCCC will comprise of representatives of the different stakeholder groups being impacted by the NGSF, relevant AGL staff and the site s construction manager. While attempts will be made to ensure that the NGSFCCC contains a representative sample of stakeholders, the formation of the CCC will be dependent on the acceptances received by those nominated. Appendix C-2

58 Members will not be provided with an honorarium but refreshments will be provided at NGSFCCC meetings. Any out of pocket expenses such as additional fuel or phone calls will be assessed on a case by case basis. Representatives from the following key stakeholders will be invited to join the NGSF Community Consultative Committee: Port Stephens Council Newcastle City Council Tomago Aluminium Company Resident representative of Old Maitland Road, Hexham Resident representative of Tomago Port Stephens Koala Steering Committee Native Animal Trust fund Tomago Caravan Park Hunter Botanic Gardens Hunter Water AGL NGSF staff to be included in the CCC are: Construction Manager (contractor) Land and Approvals Manager Community Liaison Representative (and minute taker) Community Relations Consultant and CCC chair Environment Manager (AGL) Term of appointment The term of appointment for the NGSFCCC, including its membership, will be for the duration of the construction and commissioning of the Project (approximately 2 and ½ years). The final meeting will be held one month after project completion. Members unable to continue their participation in the NGSFCCC for the term of appointment may nominate a replacement. The remaining members of the NGSFCCC must agree to replacement nominations. Protocol for the operation of the NGSFCC The NGSFCCC and the NGSF Project Team will acknowledge and adhere to the following operating protocols: The NGSF Project Team will issue an agenda one week prior to the meetings and meeting will be held quarterly at an agreed, regular time. Meetings will be held at the Hunter Botanic Gardens and will run for one to two hours. An open invitation will be placed in the local paper two weeks prior to each meeting inviting members of the community to join the NGSFCCC. Existing members should commit to attend all NGSFCCC meetings and if unable to attend provide appropriate notice where possible. Appendix C-3

59 Members will be encouraged to provide briefings back to their local community and bring information with them to the meetings about the feedback they have received Special one off meetings of the NGSFCCC may be required throughout the duration of the project to discuss specific issues. Appropriate notice will be given for these meetings. Technical advisers or specialists will attend meetings as required. All information provided should be accurate, complete and timely and written in a manner that is easy to understand. Community Consultative Committee members shall receive meeting notes within working days of the meeting taking place. Where a response cannot be given at the meeting, questions shall be taken on notice and a reply given via the meeting notes. No single member shall make public statements purporting to represent the views of the Community Consultative Committee. Any conflict of interest should be declared by members. The NGSF will make every effort to advise NGSFCCC members of information prior to speaking to the media. The media will not be invited to attend a meeting without the consent of both the NGSFCCC and NGSF Project Team. The NGSF will consider all advice and feedback provided by the NGSFCCC. Meeting notes will be published within two weeks of the meeting and members provided with an electronic copy. The minutes will be publicly available on the NGSF project website. The meeting will be chaired by Barbara Campany from GHD. Appendix C-4