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WESTPLAN – ELECTRICITY SUPPLY DISRUPTION – May 2016 PAGE 1

STATE HAZARD PLAN

FOR

ELECTRICITY SUPPLY DISRUPTION

WESTPLAN — ELECTRICITY SUPPLY DISRUPTION

Prepared by

APPROVED AT STATE EMERGENCY MANAGEMENT COMMITTEE MEETING

RESOLUTION NO:

DATE OF APPROVAL:

REVIEW DATE: May 2020

WESTPLAN – Electricity Supply Disruption – May 2016

Contact Officers

To provide comment on this plan, please contact:

Bryon McLaughlin David Burcher Assistant Director Emergency Management

Senior Project Officer Emergency Management

Public Utilities Office Public Utilities Office Level 1 Albert Facey House 469 Wellington Street PERTH Western Australia 6000

Level 1 Albert Facey House 469 Wellington Street PERTH Western Australia 6000

Tel: 6551 4652 e: [email protected]

Tel: 6551 1216 e: [email protected]

Amendment List

AMENDMENT DETAILS AMENDED BY

NO. DATE INITIALS

11/12/2014 Original Write DGB

1 10/04/2015 Final SEMC Draft DGB

2 May 2016 Statement of fact amendments SEMC Secretariat

3

4

5

6

7

8

9

10

A copy of this Westplan is available on the State Emergency Management Committee internet site at:

www.semc.wa.gov.au/resources/policies-and-plans/westplans

mailto:[email protected]

mailto:[email protected]

http://www.semc.wa.gov.au/resources/policies-and-plans/westplans


Table of Contents

Part 1 INTRODUCTION 5

1.1 Electricity Market ......................................................................................................... 5

1.2 Aim and Objectives ...................................................................................................... 8

1.3 Scope .......................................................................................................................... 8

1.4 Hazard Definition ......................................................................................................... 8

1.5 Related Documents ..................................................................................................... 9

1.6 Authority to Plan .......................................................................................................... 9

1.7 Plan Responsibilities .................................................................................................... 9

1.8 Exercise and Review ................................................................................................. 10

1.9 Organisational Roles ................................................................................................. 10

Part 2 PREVENTION AND MITIGATION 11

2.1 Electricity Supply Vulnerabilities ................................................................................ 11

2.2 Responsibility for Prevention ..................................................................................... 11

2.3 Prevention and Mitigation Strategies ......................................................................... 11

Part 3 PREPAREDNESS 15

3.1 Responsibility for preparedness................................................................................. 15

3.2 Planning and arrangements ....................................................................................... 15

3.3 Special Needs Groups ............................................................................................... 15

3.4 Resources ................................................................................................................. 16

3.5 Training ...................................................................................................................... 16

3.6 Community Information .............................................................................................. 16

3.7 Arrangement for assistance from other jurisdictions .................................................. 17

Part 4 RESPONSE 18

4.1 Responsibility for response ........................................................................................ 18

4.2 Notification ................................................................................................................. 18

4.3 Levels of Response – Alert Warning System ............................................................. 19

4.4 Government / Market Coordination ............................................................................ 21

4.5 Activation of Response Arrangements ....................................................................... 23

4.6 Incident Management System ................................................................................... 23

4.7 Hazard Management Structure .................................................................................. 23

4.8 Evacuation Arrangements ......................................................................................... 25

4.9 Remote Community Arrangements ............................................................................ 26

4.10 Functional Support Plans ........................................................................................... 26

4.11 Public Information and Media Management .............................................................. 26


4.12 Activation of Other Westplans in Support of This Plan .............................................. 27

4.13 Financial Arrangements for Response ....................................................................... 28

4.14 Terminology Used in This Part .................................................................................. 28

Part 5 RECOVERY 30

5.1 Responsibility for Recovery ....................................................................................... 30

5.2 Stand Down and Debriefs .......................................................................................... 31

5.3 Incident Analysis / Review ......................................................................................... 31

APPENDICES 32

Appendix A — Glossary of Terms ..................................................................................... 32

Appendix B — Distribution List ......................................................................................... 34

Appendix C – Committee Structures & Organisational Roles ........................................... 35


Part 1 INTRODUCTION

1.1 Electricity Market

Electricity is a commodity that most take for granted. It is expected to be available at the flick of a switch, and the market provides a level of service to ensure that it is1. Its importance is decidedly understated; until it is taken away. Twenty-first century living is wholly reliant on electricity; we need it to power our homes and offices, our telecommunications and media, and more importantly, it powers all the essential infrastructure and services a functioning society needs.

Consequently, a severe supply disruption is potentially a serious, costly and distressing event.

To counter the risk, industry has adopted best business practices aligning their processes to Australian and International standards, while Government, in its capacity as the regulator, has implemented targeted regulation in areas of vulnerability.

Network Operators endeavour to maintain an extremely high level of system reliability2, balancing their networks by utilising dynamic load information, supply and demand projections and maintaining a standby fleet of service crew at all times.

More importantly, it is the continual pursuit of safety throughout the entire supply chain that has a direct impact on mitigating the risk of a supply disruption. Industry participants are resolute in their promotion of safety levels and risk prevention measures, which corresponds with increased system security through: reduction of accidents, proactive maintenance and more effective use of resources (human and equipment).

However, supply disruptions are inevitable. Western Australia has a history of naturally occurring hazards that are unpreventable. Tropical Cyclones in the North West, storms in the South West, floods and bushfires, all serve as catalysts for supply disruptions.

The supply system is technically complex, dealing with an inherently dangerous and dynamic form of energy. The various parts of the supply chain either directly or indirectly interact with each other, forming a correlation between the operation of a singular asset

1 Electricity Industry (Network Quality and Reliability of Supply) Code 2005

2 http://www.erawa.com.au/electricity/electricity-licensing/performance-reports

Figure 1 Electricity Supply System

http://www.erawa.com.au/electricity/electricity-licensing/performance-reports


and an occurrence elsewhere within the chain. An incident involving one particular component can set off a chain reaction that cascades, affecting a wider service area and far outstripping the impact the initial issue belies. This was clearly demonstrated by the Northeast blackout of the United States where 55 million people lost power as the result of a software bug and overgrown foliage.

WESTERN AUSTRALIAN ELECTRICITY NETWORK

Western Australia has a fragmented electricity system due to its geographical size. It has 42 individual network and service areas, serviced by eight system operators, and another 12 communities responsible for their own power.

Between the eight operators they are responsible for covering a potential service area in excess of 2.5 million square kilometres.

Of these service areas the three most significant are the South West Interconnected System (SWIS), the North West Interconnected System (NWIS), and Rio Tinto’s network in the Pilbara.

Western Australia’s largest urban areas are captured by the SWIS. The SWIS runs from Albany in the south to Kalbarri in the north, and also captures the Goldfields. This results in the transmission of energy to over a million customers. This sophisticated network is operated by Western Power, that maintains responsibility for ensuring the safe and reliable provision of electricity within the service area. The SWIS has a number of natural redundancies built in, as the interconnectedness of the system allows electricity to flow via different paths to the consumer.

The second largest service provider is Horizon Power which operates the NWIS in the Pilbara as well as 37 discreet service areas and covers 2.3 million square kilometres. Its role in the supply chain differs from Western Power, as it is also responsible for generation and retailing on its network. Horizon Power plays an important role in supplying much needed electricity to a number of the remotest communities in Western Australia.

Western Australia’s resources sector is reliant on reliable sources of energy, as delays in operations prove costly. As a direct result, resource sector companies, particularly larger operators in the Pilbara, have invested heavily in energy infrastructure connecting large mine sites to generators, and in a number of instances provide important electricity sources to remote mining towns.

Within Western Australia the two primary fuels for electricity generation are gas and coal. While other fuel types such as liquid fuel and wind are prevalent, the State has a fairly heavy reliance on gas for its generating requirements. As represented by Figure 2, generators are positioned as close to their fuel sources as permissible.

There are a number of small and very remote communities primarily reliant on themselves to generate power. These isolated communities face an intrinsic risk of supply disruptions given their physical locality. With the assistance of the Department of Housing and third party service providers these communities operate and maintain their own essential service infrastructure.


Figure 2 Electricity Infrastructure Western Australia


1.2 Aim and Objectives

AIM

The aim of Westplan - Electricity Supply Disruption is to detail Western Australia's emergency management arrangements to electricity supply disruptions that meet the definition of the hazard (see 1.4 Hazard Definition below).

OBJECTIVES

The objectives of this Westplan are to:

describe how the incident management framework will operate - specifically how the response effort will be triggered, activated, coordinated, analysed and improved

describe the incident management structure, including the joint industry/government arrangements for the management of electricity supply disruption emergencies

define the role of the Coordinator of Energy as the Hazard Management Agency (HMA), and other government and non-government organisations in the operational planning and incident management of electricity supply disruption emergencies

provide advice on the need for individual persons, businesses and other entities that rely on electricity to assess their risks and have contingencies in place to manage them.

1.3 Scope

Westplan – Electricity Supply Disruption (the Westplan) applies to all licensed and licence exempt service areas, and remote communities identified under the National Partnership Agreement on Remote Indigenous Housing3, in Western Australia.

All reference to the roles and responsibilities of government departments and industry organisations under this Westplan, is specific to the principles of emergency management. These organisations operate within these parameters through business as usual principles, compliance with legislation or via a bilateral agreement with the HMA.

Not all electricity outages constitute an emergency under these arrangements.

1.4 Hazard Definition

Electricity supply disruption is defined as loss of or interruption to the supply of electricity that is capable of causing or resulting loss of life, prejudice to the safety, or harm to the health, of a person4.

Special Consideration

To better define the scope of the response to an electricity supply hazard the following considerations are made:

Any disruption to electricity supply has the possibility to result in the loss of life.

In addition, a significant electricity supply disruption can constrain the amount of energy available to industry, community and critical State infrastructure. Potential impacts faced by the community and which could exacerbate the effects of the definition are:

- disruption to essential services, i.e. water and health care

3 http://www.federalfinancialrelations.gov.au/content/npa/housing/remote_indigenous_housing/national_partnership.pdf

4 Emergency Management Regulations 2006 15(l)

http://www.federalfinancialrelations.gov.au/content/npa/housing/remote_indigenous_housing/national_partnership.pdf


- disruption to vital economic service, i.e. telecommunications and banking - disruption to public transport train services - safety issues surrounding public lighting and traffic management - impact on vulnerable populations - economic loss both public and private.

1.5 Related Documents

This document is to be read in conjunction with the following suite of State Emergency Management (EM) documents:

Emergency Management Act 2005 (EM Act);

Emergency Management Regulation 2006 (EM Regulation);

State Emergency Management Policy (State EM Policy);

State Emergency Management Plan (State EM Plan);

Relevant State Hazard Specific Plans (Westplans);

State Emergency Management Procedures (State EM Procedures);

State Emergency Management Guidelines ( State EM Guidelines); and

State Emergency Management Glossary (State EM Glossary).

It should be noted that the State EM Procedures are divided into Prevention, Preparedness, Response and Recovery sections, with individual procedures referred to as ‘State EM Prevention Procedure’, ‘State EM Preparedness Procedure’, ‘State EM Response Procedure’ and ‘State EM Recovery Procedure’, as applicable.

Documents upon which elements of this plan rely include:

(HMA) Operations Plan: (E) Electricity

(HMA) Operations Plan: (C) Communications

Crisis & Emergency Management Plans5 (various)

1.6 Authority to Plan

Under Section 18(1) of the Emergency Management Act 2005, the State Emergency Management Committee (SEMC) is responsible for ensuring the preparation of State Emergency Management (EM) Plans it considers necessary.

The SEMC has prepared the overarching State EM Plan, which documents the agreed Western Australian Emergency Management arrangements to prevent, prepare for, respond to and recover from hazards.

The SEMC has delegated the responsibility to ensure the development and review of the hazard specific plan for the hazard of Electricity Supply Disruption [i.e. Westplan - Electricity Supply Disruption] to the Coordinator of Energy, Public Utilities Office.

1.7 Plan Responsibilities

The development, implementation and revision of Westplan – Electricity Supply Disruption is the responsibility of the HMA with support of the Electricity Supply Emergency Committee (ESEC).


Advisory Groups

The ESEC was established as an advisory body to advise and assist with non-operational strategic planning for the management of electricity supply disruption incidents.

Details on the ESEC can be found in Appendix C.

1.8 Exercise and Review

Exercising

This plan is to be exercised annually – through desktop or simulation exercises – in accordance with State Emergency Management (EM) Policy Section 4.8. The formal operational activation of the Westplan may be considered as an exercise in compliance with State EM Preparedness Procedure 19.

Review

Westplan – Electricity Supply Disruption is to be comprehensively reviewed once every five years or more frequently, if appropriate, in accordance with State EM Policy Statements 1.4.4 and 1.4.5.

1.9 Organisational Roles

The aspects of emergency management6 are prevention, preparedness, response and recovery. Organisations named in this Westplan with responsibilities for prevention, response and recovery have an intrinsic alignment to these aspects and are already governed by charters, mission statements, ethical business practices and legislation. Organisations responsible for assisting the State in preparing for supply disruptions voluntarily adopted this responsibility by requesting and/or accepting membership to the ESEC.

Details of the roles and responsibilities of organisations related in this plan can be found in Appendix C.

6 Emergency Management Act 2005 Part 1 (3) 'emergency management'


Part 2 PREVENTION AND MITIGATION

2.1 Electricity Supply Vulnerabilities

An electricity supply disruption emergency can result from any or a combination of the following events:

Natural Hazards: Cyclone, Storm, Bushfire, Earthquake: Western Australia is prone to a number of natural hazards, all with the potential to affect electricity supply. Size, direction and strength of the natural hazard, all influence the risk of failing infrastructure, while geographical location will impact on the restoration of services.

Equipment Failure: Incidents involving equipment failure can arise at all points in the supply chain, from generation to distribution. The severity of the resulting disruption corresponds to the importance of equipment and the extent of the failure.

Accidents: Accidents as a result of human error occurring on key infrastructure are of a similar category as that caused by equipment failure.

Terrorism: Physical and Cyber-attacks are becoming increasingly more sophisticated and prevalent. An attack of this nature can leave lasting damage or delay repairs until the sites have been cleared by Western Australia Police.

Gas and Liquid Fuel Supply Disruption: A significant proportion of the State’s electricity generation is provided by gas-fired generators, some of whom have the ability to switch to burning diesel. A disruption to the State’s gas supply results in fuel switching, increasing demand for diesel; subsequent disruption to the availability of diesel fuel will affect the electricity market.

2.2 Responsibility for Prevention

Industry, through good business practice and Government, with regulation, endeavour to reduce the risk and potential impact to the community. Legislation targets aspects of the market that are noticeably vulnerable, while industry in the pursuit of safety, align their processes to licensing and legislative requirements. This constitutes a whole of supply chain approach to preventing such disasters.

Figure 3 on page 13 is indicative of the numerous measures that assist in the prevention of supply disruptions. While events like natural disasters will never be able to be prevented, the regulation, processes and practices within the market all lend themselves to mitigate the risk posed by supply chain vulnerabilities.

2.3 Prevention and Mitigation Strategies

While there are a number of drivers within industry to ensure effective and productive operations, there are two prevalent themes: safety and the commercial imperative to maintain supply.

Safety, in the operation of electricity infrastructure, has the effect of reducing the likelihood of accidents that can, in turn, result in the interruption of supply and/or irrecoverable business losses. Industry participants heavily regulate the safety of their workforce, and combined with the legislation and regulating authorities, are very effective at minimising interruptions. The pursuit of safety also entails a rigorous certification process when working in and around the infrastructure.

There is also a commercial imperative for market participants to maintain effective operations. This drive for reliability results in the better management of assets, adoption of best industry practices and increased operational times to maximise returns on assets.


The market continually evolves to find better and safer ways of operating. This results in improvements to the security of supply.

As a result, both the pursuit of safety and commercial efficiencies collaborate to mitigate the risk and impact of supply disruptions.

However, not all risk is preventable. Market participants have therefore applied a thorough application of risk management practices and have subsequently built a suite of redundancies into their systems and operations. Essential service providers in particular have been robust in their planning and implementation of redundancy strategies.

Finally, Government will always assess the risk facing the State and community and provide appropriate legislation and policy to mitigate the negative effects of an incident.

Westplan – Electricity Supply Disruption – May 2016

Figure 3 Prevention and Mitigation Measures (Overview)

Generation Transmission / Distribution Retail / Customer

Safety

Economic Regulation Authority

Electricity Industry Act 2004

Licensing

Exemptions

Asset management systems

Reliability reporting Department of Commerce, WorkSafe

Occupational Safety & Health Act 1984 Industry Participants

Best industry practice

Safety first culture

Company charter / code of ethics Australian Standards

Various7

Department of Commerce, EnergySafety

Electricity (Supply Standards and System Safety) Regulations 2001

8

Safety cases Australian Standards

AS5577-2013

Various Economic Regulation Authority

Electricity Industry Act 2004

Licensing

Exemptions

Asset management systems

Reliability reporting Department of Commerce, WorkSafe

Occupational Safety & Health Act 1984 Network Operators

Customer Charter / Mission Statement

Policies and procedures

Dial Before You Dig campaign

Department of Commerce, EnergySafety

Electricity Act 1945

Electricity (Supply Standards and System Safety) Regulations 2001

Electricity Regulations 1947

Electricity (Licensing) Regulations 1991

Electrical Safety Certificate

Audits & Certification

WA Electrical Requirements Department of Commerce, WorkSafe

Occupational Safety & Health Act 1984 Electricity Retailers

Life Support registers

Critical customer register Economic Regulation Authority

Code of Conduct for the Supply of Electricity to Small Use Customers 2012

7 Either prescribed by legislation or adoption by the organisation’s initiative.

8 EnergySafety currently awaiting gazettal of Electricity (Network Safety) Regulations 2014 which will repeal the current regulations. Safety cases will be superseded by a more robust safety management system.

Prevention and Mitigation Summary

Pre

ven

tion

- - - - - - -


Commercial Imperatives

Independent Market Operator

Electricity Act 2004

Electricity Industry (Wholesale Electricity Market) Regulations 2004

Market participants registration

Eligibility of capacity credits Industry Participants

Competition and Consumer Act 2010

ASX obligations

Company Charters

Bilateral contracts

System Operators

Electricity Industry (Network Quality and Reliability of Supply) Code 2005


Economic Regulation Authority (Electricity Networks Access Funding) Regulations 2012

Reliability reporting Network Operators

Access arrangements

Shareholders

ASX obligations

Company Charters


Electricity Industry Act 2004 Supplier of last resort

9 Independent Market Operator

Market settlement and dispatch

Redundancies built into the systems

Gas Bulletin Board

Supply Security


Capacity credit cycle Gas Market Participants

Diversification of energy supply


Access arrangements

Redundancies

Gas Market

Mondarra gas storage Industry Participants

Intermittent loads

Network Operators

Interconnectedness10

Strategic locations of incident response personal and equipment

Electricity Operators (Powers) Act 1979 State Emergency Management Arrangements

Emergency Management Act 2005

Westplans

HMAs

Department of Housing

Remote Aboriginal Essential Services Programme Department of Heath

Policies on capital works/generator requirements

Disaster preparedness / emergency response plans Water Corporation

Generators

Disaster planning Government

Fuel, Energy and Power Resources Act 1972

9 SWIS only

10 SWIS only

- - - - - - Mitig

atio

n

Westplan – Electricity Supply Disruption – May 2016

Part 3 PREPAREDNESS

3.1 Responsibility for preparedness

As the HMA, the Coordinator of Energy is responsible for coordinating State-wide preparedness activities for the management of electricity supply disruption incidents. The Coordinator of Energy is assisted by the Public Utilities Office and the ESEC.

Industry participants also carry a responsibility to prepare for those factors that might result in a supply disruption and consequential emergency responses.

3.2 Planning and arrangements

In preparation for a severe disruption, several agencies11 have prepared arrangements, either wholly or in part; these arrangements include-

Westplan – Electricity Supply Disruption (strategic plan)

o Operations Plan: (E) Electricity (operational plan)

o Operations Plan: (C) Communications

State EM Policy, Plan and Procedures

The Public Utilities Office will undertake the planning and implementation of preparedness activities in collaboration with the ESEC.

These include:

establishing a programme to test the Westplan and the associated Operations Plan(s)

providing advice on, and participating in, regular exercises and workshops

contributing to response planning and regular reviews of the strategic and operational plans.

The Coordinator of Energy may invite other relevant stakeholders to participate in the ESEC or in annual exercises.

Where appropriate, the testing exercises may be carried out in conjunction with other exercises conducted by industry, government and/or by direction from the SEMC.

The HMA, in compliance with State EM Preparedness Procedure 19, will provide a Post Exercise Report to the SEMC and, where required, a list of actions detailing improvements to the Westplan and timelines for delivery.

3.3 Special Needs Groups

State EM Policy Section 4.6 and State EM Plan Section 4.6.1 outline the individuals and groups whose circumstances require special consideration in emergency management planning.

During an incident, special needs groups will be identified through consultation with the Operational Area Support Group (OASG). The OASG is discussed in further detail in Section 4.6 Hazard Management Structure.

11

Such as: HMA, ESEC, DPC, WA Police, SEMC Secretariat


The OASG will comprise those government agencies that are responsible for the following demographics:

Consumers with life support equipment

Preschool and school children

Aged care recipients

Electricity retailers are required to maintain a list of critical use customers and locations of life support equipment. Consumers that have life support equipment requirements are advised to contact their energy retailer to register their details.

3.4 Resources

In the event of an electricity supply disruption, the HMA will work with stakeholders to coordinate the response to the effects of the hazard.

To facilitate the response the HMA has implemented a crisis information management system. The HMA is responsible for maintaining this system.

Organisations with roles and responsibilities identified in Appendix C of the plan should ensure that they have necessary resources in place to effectively meet their obligations during an electricity supply disruption.

Operations Plan: (E) Electricity details the resourcing requirements of the HMA.

3.5 Training

The HMA is responsible for ensuring staff maintain the necessary level of operational readiness. It will do this through:

Annual exercises

Workshops

Seminars and industry information days

Internal (targeted) training plans.

Organisations with roles and responsibilities identified in Appendix C of the plan should ensure their staff are provided with the necessary training, and have a good understanding of procedures and arrangements in the Westplan.

Annual exercises facilitate the instruction of the arrangements and familiarise responders with the actions of the HMA.

The HMA is responsible for training relevant industry stakeholders in the use of its crisis information management system.

3.6 Community Information

As with all energy resources, it is not possible to guarantee the continuity of electricity supply at all times. Industries, businesses and residential consumers heavily reliant on electricity should be aware of their potential exposure to a shortage of energy. It is advisable that they assess their own risks and have contingencies in place to manage them in such an event.

Businesses should maintain a risk register and business continuity plans. The HMA has adopted the risk management standard of ISO:31000/2009. Individuals can find useful information at: http://www.redcross.org.au/prepare.aspx.

The Public Utilities Office provides information, reviews and strategic reports on Western Australian energy through its website, publications and participation at events. Other online resources that contain useful information relating to the energy market and safety:

http://www.redcross.org.au/prepare.aspx


Australian Energy Market Operator http://wa.aemo.com.au/

Horizon Power http://www.horizonpower.com.au/

Western Power http://www.westernpower.com.au/

Synergy http://www.synergy.net.au/

EnergySafety https://www.commerce.wa.gov.au/energysafety

Department of Fire and Emergency Services http://www.dfes.wa.gov.au/

The HMA recommends all consumers note the Department of Fire and Emergency Services emergency information material on being prepared for natural hazards. The items contained within the emergency kits will assist in outages12.

During an electricity supply disruption, media campaigns planned and implemented by the HMA and industry will also assist in providing the community with information and tips on reducing non-essential energy use as well as health and safety.

3.7 Arrangement for assistance from other jurisdictions

Interstate Assistance

Given the physical isolation of Western Australia’s electricity networks, assistance from other jurisdictions in relation to the disruption of electricity supply is likely to be limited to logistical support in exceptional circumstances.

Australian Government Assistance

The provision of Australian Government physical assistance is dependent upon established criteria and requesting arrangements. All requests for Australian Government physical assistance are to be made in accordance with State EM Policy Section 5.10 and State EM Plan Section 5.6.

12

http://www.dfes.wa.gov.au/safetyinformation/pages/emergencykits.aspx

http://wa.aemo.com.au/

http://www.horizonpower.com.au/

http://www.westernpower.com.au/

http://www.synergy.net.au/

https://www.commerce.wa.gov.au/energysafety

http://www.dfes.wa.gov.au/

http://www.dfes.wa.gov.au/safetyinformation/pages/emergencykits.aspx


Part 4 RESPONSE

4.1 Responsibility for response

In compliance with regulation 23B of the Emergency Management Regulations 2006, the Coordinator of Energy is the HMA responsible for managing the response to an electricity supply disruption emergency.

The HMA will determine the need to consult with, or assemble, the Operations Management Group (OMG) or the Operational Area Support Group (OASG) based on the nature of the incident.

Network and System Operators are first responders to any electricity incident and remain the controlling agency for reparation / restoration of networks.

4.2 Notification

System and Network Operators are responsible for notifying the HMA of an electricity supply disruption.

Not all electricity supply incidents meet the requirement for HMA notification.

The HMA has established the following indicators of a 'Notifiable Incident' with System Operators*.

Figure 4 Notification Criteria

Pre-emptive: Notification

Hazards (Prescribed)

A natural hazard likely to impact on key system infrastructure and/or large portion of the community, or

A man made hazard that, either directly or indirectly, is likely to disrupt the effective operating of a supply system;

and

An Emergency Management Team (or equivalent) is convened and emergency preparations commenced

System Risk

Performance of key asset(s) altering the fundamental risk profile of the system or portion of the system, or

Excessive demand day(s) where supply will not meet demand, or

Potential market failure(s) arise; and

Alternative arrangements and/or estimated reparation times do not negate risk

Reactive:

Notification

Supply Disruption

Key supply system asset(s) are impacted, or will be impacted

Key State assets are impacted

High media or political interest; and

An Emergency Management Team (or equivalent) is convened and emergency preparations have commenced

* System Operators have included this ‘Notification’ process into their respective emergency management plans.

The impacted operator is to include the following information when notifying the Public Utilities Office:

The nature, location and time of the incident

The impact to the supply system

Total number of customers, "at risk" customers and essential services/infrastructure affected

Strategies implemented for return to normal operations


The HMA is responsible for notifying (as required) the:

Office of the Minister for Energy

Key stakeholders

The State Emergency Coordinator

4.3 Levels of Response – Alert Warning System

The colour-coded Alert Warning System enables a consistent approach to assessing the severity of electricity supply disruptions ensuring an appropriate level of readiness and response.

The Alert Warning System aligns with. State EM Plan Section 5.1.5 whilst reflecting the difference between responding to traditional hazards and electricity supply disruptions.

To support the assessment of the severity of an incident, the HMA will evaluate the impact (actual or probable) against the Core State Objectives.

Core State Objectives

The State Emergency Management Committee has defined the ‘Core State Objectives’ as:

People: Protect the lives and well-being of persons.

Economy: Maintain and grow the State’s productive capacity, employment and government revenue.

Social: Ensure that there is public order, that people are housed and fed in a safe and sanitary manner and have access to social amenity including education and health services, and those things of cultural importance are preserved.

Government: Ensure that there is, at all times, an effective and functioning system of government and societal respect for rule of law.

Infrastructure: Maintain the functionality of infrastructure, particularly key transport infrastructure and utilities required for community health, economic production and effective management of emergencies.

Environment: Protect ecosystems and biodiversity.

While all objectives are considered, for the purpose of facilitating a more effective assessment of the severity, the objectives of People, Economy, Social and Infrastructure, are the higher risk considerations.

At times there will be some overlap between the alert levels; the Operational Area Manager has the authority to determine the alert level based on the actual and/or potential impact of the incident. Satisfying one or more of the ‘Indicators’ does not automatically necessitate an escalation to the level. The ‘Indicators’ are provided for consideration and guidance only.

Four levels to an incident have been established.

Heightened Risk: Acute Supply Disruption

High Risk: Acute Supply Disruption

Acute Supply Disruption

Critical Supply Disruption

Acute Supply Disruption vs Critical Supply Disruption

The only discernible difference between an 'acute supply disruption' and a 'critical supply disruption' is the length of the outage and the corresponding effectiveness of existing market mitigation strategies. A 'critical supply disruption' is that point when the effects to the market exceed existing control strategies and directly impact on the Core State Objectives - the response becomes primarily focused on consequence management.


Figure 5 Alert Warning System

Level Status Indicators

Wh

ite

Level 0

Heightened Risk: Acute Supply Disruption

No discernible effect to: o security of life and wellbeing o continuance of social

integrity and necessary infrastructure

o economy (State and/or region)

The supply system has entered a period of increased risk as a result of:

o natural hazard events o man-made risk o system failure o excessive demand days o market failure

Intermittent power outages

An emergency response has been initiated

High media interest

Gre

en

Level 1

High Risk: Acute Supply Disruption

Minor effect to: o security of life and wellbeing o continuance of social



An incident / situation has impacted on the supply system

An emergency response has been initiated

Widespread, but manageable, power outages

Minor disruption to societal wellbeing

Unknown, complex or lengthy reparation

Large media interest

A level 3 incident declaration has been made by another Hazard Management Agency

Am

ber

Level 2

Acute Supply Disruption

Noticeable effect to: o security of life and wellbeing o continuance of social



Widespread (localised or linked) outage(s) affecting significant portion of the network

Localised outage(s) affecting: o Key economic, telecommunications

or social infrastructure o Critical health / government service

assets

Anticipated short term duration of outage

High disruption to social wellbeing and routine

Existing emergency management response plans & mitigation strategies effective


Red

Level 3

Critical Supply Disruption

Actual or imminent significant disruption to:

o security of life and wellbeing o continuance of social



Anticipated long term duration

Extreme or actual threat to the health and safety of the community

Loss (potential or actual) of contingency power supply to:

o hospitals and clinics o correctional and policing facilities o water and waste water facilities

Significant economic impact (either): o local community / government o State

Requirement for total coordination of resources, actions and emergency management agencies

A State of Emergency exists

4.4 Government / Market Coordination

As indicated by the Alert Warning System a response to an electricity supply disruption escalates with the increasing severity and impending duration of the incident.

Where possible Government intervention is avoided, preferring to allow existing market arrangements and supply channels to take effect.

However the more serious an incident, the more Government involvement is required. Likely actions undertaken during a response are:

Figure 6 Increasing Control Structure

4.4.1 Established Emergency Response Arrangements

Network Operators have established a robust set of emergency management arrangements. These arrangements are activated either in anticipation of an emergency, or in direct response.

Industry / Market HMA / Government

Emergency management arrangements (policies & plans)

Market forces

No coordinated response between the HMA and market participants

Emergency management policies & plans

Internal redundancies & resupply strategies

Inter organisational support policies

Market forces

Minor HMA coordination of information

Provision of advice to the Minister for Energy


Internal redundancies & resupply strategies

Inter organisational support policies

Emergency legislation under industry legislation

Increased control structure implemented

Major HMA coordination of information

Minor coordination of resources

Provision of advice to the Minister(s) (Energy and Essential Services)

Declaration of emergency situation


Emergency legislation under industry legislation

Full control by HMA

Significant coordination of information & resources

Declaration of a State of Emergency

Emergency regulations

Incid

en

t E

sca

lation


4.4.2 The Use of Market Mechanisms

Network and System Operators, large users and market operators have a number of tools at their disposal to mitigate the incident. These can take the form of:

market rules

asset utilisation strategies

demand restraint

temporary system reconfiguration

industry legislation

4.4.3 Business Continuity Plans

Businesses, essential service providers and government agencies follow established risk management principles. During supply outages it is expected that in the majority of short term instances business continuity / emergency response plans enacted will be sufficient to mitigate the more severe consequences of a disruption.

4.4.4 Legislative Intervention

Legislative intervention is intended to be used when existing strategies are insufficient to mitigate the effects to the community. The legislation will be used to deliver a coordinated approach to the distribution of resources and implementing remedial strategies.

The legislative instruments available in the response to a supply disruption are located in:

Energy Operators (Powers) Act 1979

Emergency Management Act 2005

Fuel, Energy and Power Resources Act 1972

Declaration of System Emergency (Energy Operators (Powers) Act 1979)

The emergency powers under the Energy Operators (Powers) Act 1979 constitute the principal statutory mechanism to respond to severe (actual or potential) threats to a distribution network. The powers, specific to the management of the supply system, enable both the system operator and the Minister for Energy to take measures to prevent a system failure.

Declaration of Emergency Situation (Emergency Management Act 2005)

When there is an identified need to access extraordinary emergency powers available within Part 6 of the Emergency Management Act 2005 the HMA, or the State Emergency Coordinator (or appropriate delegate), can consider the need to make an Emergency Situation Declaration.

Declaration of a State of Emergency (Emergency Management Act 2005)

The declaration of a State of Emergency by the Minister for Emergency Services, empowers the State Emergency Coordinator to authorise officers to take the same Part 6 actions as those available to the HMA, as well as further specified powers. A full list is available in the Emergency Management Act 2005.

Declaration of a State of Emergency (Fuel, Energy & Power Resources Act 1972)

The Governor of Western Australia may declare a State of Emergency and delegate responsibilities to the Minister for Energy.

Upon the declaration of a State of Emergency, the State is able to draft emergency regulations to treat the consequences an emergency would have on the community. These regulations provide for the management of resources that best serve the needs of the community during the time of crisis.


This Act takes precedence13 over other legislation and is very broad in scope. The emergency regulations are therefore suited to both controlling consumption of electricity and also managing the flow on effects where there may be a need to control the supply of resources within the State.

4.5 Activation of Response Arrangements

The response arrangements within Westplan — Electricity Supply Disruption are activated on the commencement of a notifiable incident.

The HMA, in consultation with relevant stakeholders, will assess the severity of the electricity supply disruption incident to determine its alert status and facilitate an appropriate level of response.

4.6 Incident Management System

The HMA has reflected aspects of the Australasian Inter-Service Incident Management System (AIIMS) to ensure a level of consistency with other emergency management agency operations.

The resources of the HMA, its reliance on outside ‘industry’ experts to constitute part of the HMA, and its specific approach in response to an incident are all factors in determining the structure / system of the HMA.

4.7 Hazard Management Structure

The following sections describe the incident management structure at the HMA level and at the State level, in line with State EM Plan Section 2.

4.7.1 Hazard Management Agency Structure

Operational Area Manager

The Operational Area Manager is responsible for the overall management, provision of strategic direction and operational coordination of agencies during an emergency. In the discharging of their duties the Operational Area Manager will liaise closely with the Coordinator of Energy to ensure all strategies meet both the responsibilities of the HMA and the expectations of Government.

13

Fuel, Energy & Power Resources Act 1972 part III section 41 (1)

Hazard Management Agency

Coordinator of Energy

Operations Team Logistics Team Public Information Team


Operations Management Group

Planning Team

Figure 7 HMA Structure


Operations Management Group

The Operations Management Group provides the operational response to an emergency. The structure consists of several teams that provide varying expertise and functionality to the HMA in the mitigation of an emergency.

Operations Team

o The Operations Team provides administrative and technical support to the Operations Management Group.

Planning Team

o The Planning Team is the principle group responsible for developing and implementing strategies to combat an electricity supply disruption. It consists of industry and Government representatives.

Public Information Team

o The Public Information Team works to develop, implement and monitor an integrated public information campaign.

Logistics Team

o The Logistics Team provides general support for the response teams while ensuring compliance with relevant legislation and government policies.

4.7.2 State Level Structure

Figure 8 Increasing State Structure

In the event of a State-level emergency, the HMA has access to additional assistance and resources via the:

Operational Area Support Group

State Emergency Coordination Group


State Disaster Council

State Recovery Coordinator


The OASG supports the work of the OMG by providing agency specific information, expert advice and support in relation to the strategic and operational management of an incident.

The group has a specific focus on the impact to the community, essential services and the economy.

The HMA will activate the group as per the HMA's Operations Plan.

State Emergency Coordination Group (SECG)

A State Emergency Coordination Group (SECG) is established during a state of emergency, or may be established where an emergency occurs or is imminent, at the request of the Coordinator of Energy (as the HMA), or on the initiative of the State Emergency Coordinator (SEC), to assist in the provision of a strategic, coordinated multi-agency response to and recovery from the emergency. In addition, if a Level 3 incident occurs, the HMA must consult with the SEC to determine if a SECG should be established.

In the event that an additional level of coordination is needed beyond the HMA structure, the HMA may seek establishment of the SECG in consultation with the State Emergency Coordinator.

The SECG is tasked with ensuring an effective control structure has been implemented, and the level of coordination, provision of information and advice is sufficient to facilitate an effective response to an emergency. The SECG also serves as a liaison between the Minster for Emergency Services and emergency management agencies.

The SECG is established in accordance with State EM Policy Statement 5.4.7, State EM Plan Section 5.2.3 and State EM Response Procedure 4

Activation of the SECG is via the Executive Officer State Emergency Coordination Group.

State Disaster Council

The State Disaster Council is established if a State of Emergency is declared under the Emergency Management Act 2005. Chaired by the Premier, the State Disaster Council functions to provide prompt and accurate advice to the State Government and the SECG in relation to the state of emergency, liaise with the Australian Government for additional resources and support, and perform any other functions as directed by the Premier14.

State Recovery Coordinator & State Recovery Controller

The State Recovery Coordinator is responsible for the whole of government approach to recovery preparation and supports recovery through the activation of the State Recovery Coordination Group.

If extraordinary arrangements are required to assist in the recovery of an emergency, the State Recovery Coordinator can recommend that the Premier appoint a State Recovery Controller15. This position is responsible for ensuring the State provides a coordinated approach to recovery in emergency-affected communities.

4.8 Evacuation Arrangements

Severe outages occurring in densely populated areas, such as Perth’s Central Business District, may necessitate the need for the orderly dispersal of large numbers of people. In

14

Emergency Management Act 2005 Part 5 Division 3 15

State EM Plan Section 6.7 State Level Recovery Arrangements


considering the need for an evacuation the HMA will consult with Western Australia Police, Main Roads Western Australia and the applicable local government.

State EM Policy Section 5.7 and State EM Plan Section 5.3 and the Western Australia Community Evacuation in Emergencies guidelines, details the principles and protocols for conducting an evacuation in Western Australia.

Nothing within the Westplan derogates from other emergency management agencies' ability to call for an evacuation where the life and safety of persons are under threat.

4.9 Remote Community Arrangements

The HMA considers that the Alert Warning System adequately captures the circumstances in remote communities. However, in assessing the explicit impact on the Core State Objectives, the HMA will be mindful of the intrinsic risk faced by remote communities and the current service levels afforded.

The HMA will work with the Department of Housing, remote service providers and Network Operators to facilitate return of service.

Endemic outages and essential service disruptions do not automatically constitute an emergency or require a response by the HMA.

4.10 Functional Support Plans

Evacuation Plans – Local Government (Various)

Disaster Recovery Operational Site

Emergency Response Plans (Various)

Operations Plan: Electricity

4.11 Public Information and Media Management

Provision of information to the public is a key element in the response to a supply disruption. It enables the community to assess their vulnerabilities, be informed and remain in-touch with the response. Good media management is a tool to support HMA strategies in combating the social flow-on effects of a supply disruption.

State EM Policy Section 5.6 and State EM Plan Section 5.2.5 details the responsibilities and requirements for emergency management agencies in providing information to communities at risk.

4.11.1 Media Management Strategy

Figure 9 Increasing Public Information Coordination

Wh

ite

Public information and requests for information are directed to, and handled by, the affected market participants.

Gre

en

HMA coordination and oversight of consistent messaging, however, public information and requests for information are directed to, and handled by, the affected market participants.

Am

be

r Public information and requests for information are coordinated by the HMA and affected market participants. A lead agency will be determined to act as the central communication point for the response.


Re

d Public information and requests for information are directed solely to the HMA. The HMA in

concert with the OMG and electricity industry will develop a coordinated statement. All media / emergency public information resources available to the HMA will be utilised.

Where possible, the HMA considers that affected industry participants are the most appropriate body for the release of information specific to their business.

Network operators have dedicated media liaison teams and customer service representatives. The public is encouraged to contact their retailer or network provider in the first instance when concerned with the provision of electricity.

24 hour emergency phone numbers are:

Western Power 13 13 51

Horizon Power 13 23 51

Rio Tinto 1800 992 777

When an incident has exceeded the capabilities of individual organisations, or there is a direct requirement for Government oversight of industry messaging, the HMA will operate from Operations Plan: (C) Communications.

Public information provision will be coordinated through the HMA’s Public information Team.

4.11.2 Release Methods

The development of any Emergency Public Information will take into consideration the probable loss of broadcast and/or web media when developing a release strategy.

4.11.3 Emergency Public Information

In the event the incident escalates beyond the resources of the HMA to adequately undertake the public information function, or where assistance is required, the State Emergency Public Information Coordinator (in consultation with the State Emergency Coordinator and the SECG) can activate the State Emergency Public Information Plan.

4.12 Activation of Other Westplans in Support of This Plan

Westplan – Electricity Supply Disruption (this plan) may be enacted in conjunction with:

Westplan – Cyclone

Westplan – Storm

Westplan – Fire

Westplan – Flood

Westplan – Earthquake

Westplan – Heatwave

Westplan – Gas Supply Disruption

Westplan – Terrorist Act

State Health Emergency Response Plan;

State Emergency Welfare Plan and its annexures on Reception and Registration and Reunification;

State Emergency Public Information Plan activated by the State Emergency Public Information Coordinator; and

State Emergency Telecommunication Plan.


In the event of the activation of any other Westplan, the designated HMA under that plan will be responsible for the prevention, preparedness, response and recovery elements contained within its scope.

4.12.1 Westplan(s) – Gas Supply Disruption, Liquid Fuel Supply Disruption

The Coordinator of Energy is the HMA for gas and liquid fuel supply disruptions16.

In the event that the supply disruption coincides with, or is the result of, a severely constrained gas or liquid fuel market, the corresponding Westplan for gas or liquid fuels will be activated and run concurrently with this Westplan.

The HMA will convene separate Operations Management Groups and assess the best practice for disseminating information between the groups.

Operational particulars have been considered in the HMA's Operations Plan: Electricity.

4.12.2 Westplan(s) – Cyclone, Storm, Bush Fire, Flood

Natural weather events pose a significant risk to electricity networks.

The Fire and Emergency Services Commissioner is the HMA for the natural hazards of storm, cyclone, fire and flood17.

Where an incident has escalated to a multi-hazard response, the HMA’s will work collaboratively, in accordance with State EM Plan Section 5.

Operational particulars have been considered in the HMA's Operations Plan: Electricity.

4.12.3 Westplan - Heatwave

Heatwaves put significant stress on the electricity network as extreme heat interferes with efficient distribution & transmission, and consumers offset discomfort by turning to air conditioning units. These days usually result in peak electricity demand days.

The State Health Coordinator is the HMA for heatwave18. In the event a heatwave corresponds with an electricity supply disruption, the HMAs will work collaboratively to provide a coordinated response to the incidents.

4.13 Financial Arrangements for Response

Financial arrangements for the funding of emergencies are detailed in State EM Policy Section 5.12, State EM Plan Section 5.4 and the SEMC website.

Generally, to ensure accountability for expenditure incurred, the organisation with operational control of any resource shall be responsible for payment of all related expenses associated with its operation during emergencies unless other arrangements are established (subject to criteria).

4.14 Terminology Used in This Part

This Westplan uses some broad terms in defining what level an incident is. The objective is to afford decision making discretion to the Operational Area Manager where the indicators present do not necessarily fit within the perceived risk profile.

16

Emergency Management Regulations 2006 regulation 23B 17

Emergency Management Regulations 2006 regulation 17 18

Emergency Management Regulations 2006 regulation 22


Heightened Risk: A fundamental change in the underlying risk profile of the electricity supply system not, or only partially, offset by implemented mitigation strategies.

No Discernible Effect:

The effect is not sufficient to cause undue stress on the operations of the State and the community.

High Risk:

The supply system has entered a period of risk whereby additional strain placed upon the system may result in an acute supply disruption.

Minor Effect:

The effect is sufficient for the implementation of emergency plans and uptake of established mitigation strategies. In the main, all strategies are offsetting the increase in operational risk.

Acute Supply Disruption:

Either widespread or localised, however the areas affected contain key State infrastructure assets. The length of time is not expected to be of significant length and existing mitigation strategies are in the main sufficient to meet the short term operational risk.

Critical Supply Disruption:

Mitigation strategies are insufficient and the State is either experiencing or about to experience a significant degradation to the infrastructure / services that preserve the Core State Objectives.


Part 5 RECOVERY Recovery management is the coordinated process of supporting emergency affected communities in the reconstruction of physical infrastructure and the restoration of emotional, social, economic and physical well-being.

5.1 Responsibility for Recovery

Under the Emergency Management Act 2005 it is a function of local government to manage recovery following an emergency affecting the community in its district.

The extent of recovery activity will depend on the nature and magnitude of the emergency. In some circumstances it may be necessary for the State Government to assume responsibility for coordinating the recovery process at a whole-of-government level.

The HMA must initiate recovery during the response to that emergency.

State EM Plan Section 6.7 State Level Recovery Arrangements describes in further detail the strategic arrangements and responsibilities for recovery.


Part 6 Stand Down and Debriefs

6.1 Stand Down and Debriefs

The Operations Management Group is stood down by the Operational Area Manager or nominated representative. This may occur when the impacts of the electricity supply disruption have been largely addressed through a range of mitigation measures, or when the Operations Management Group can take no further action to provide support to Government or industry.

The Operations Area Manager will promptly advise the Operations Management Group of any subsequent change to the response level until the alert status returns to normal market conditions.

The HMA will assume responsibility for coordinating a formal multi-agency debrief as soon as possible following a return to normal business.

6.2 Incident Analysis / Review

When the incident is over the HMA will ensure that all records, information and logs are collected and securely stored.

For incidents that have been declared a Level 2 (Amber Alert Level) or Level 3 (Red Alert Level) the HMA, in conjunction with the Operations Management Group, will arrange for a review of the incident to be held to determine:

the nature of the incident and its consequences

the effectiveness of the Action Plan implemented to respond to the electricity supply disruption

the effectiveness of the incident management procedures in the HMA's Operations Plan: Electricity, and the Operations Management Group

the effectiveness of the public information campaign

recommendations as appropriate regarding changes to arrangements to better manage future electricity supply disruption events.

In compliance with State EM Policy Statement 5.11, the HMA will provide a post-operations report on the incident to the SEMC.

The recommendations emerging from a review will be used to revise Westplan – Electricity Supply Disruption and its related documents as part of the HMA’s commitment to building capacity and continual improvement.


APPENDICES

Appendix A – Glossary of Terms

Terminology used in this document shall have the meaning as prescribed in Section 3 of the Emergency Management Act 2005 unless otherwise noted. Key definitions to this document are:

Alert Warning System A colour-coded system that facilitates a consistent approach in assessing and classifying the severity of electricity supply disruption events to enable an appropriate level of readiness and response.

Consequence Management

The ensuring that the outcome of an event or situation, expressed qualitatively or quantitatively, does not adversely affect the community.

Coordinator of Energy

The Coordinator of Energy is the statutory role of the Deputy Director General of the Department of Finance's Public Utilities Office, and the Hazard Management Agency legislatively responsible for the emergency management aspects of a electricity supply disruption (regulation 23B Emergency Management Regulations 2006).

Critical State Infrastructure

Refers to infrastructure deemed necessary for the continuance of a functioning society.

Electricity Supply Emergency Committee (ESEC)

A committee, comprised of industry and government, tasked with the administration of the Westplan and provision of industry/social advice to the HMA on emergency matters.

Essential User / Essential Service

Departments, Organisations and Institutions (government and private), deemed necessary for the continued operation of a functioning society.

Market Participants For the purposes of this plan, it refers to all produces, distributors and consumers of electricity excluding small use customers (mums & dads).

Notifiable Incident An incident that meets the set of parameters established by the HMA and Network and System Operators on what constitutes an incident of "heightened risk' or above.


Leads the Operations Management Group in coordinating the response to electricity supply disruption incidents and is responsible for the overall management, provision of strategic direction and operational coordination of agencies during an emergency. Reports directly to the Coordinator of Energy.

Operational Area Support Group (OASG)

Agency/organisation representatives convened by the Operational Area Manager to provide agency specific information, expert advice and support in relation to the strategic management of an incident.

Operations Management Group (OMG)

The principal group responsible for coordinating the response to electricity supply disruption incidents under the leadership of the Operational Area Manager.


Operations Plan

The HMA's Operations Plan: is the combination of the following plans:

Operations Plan: (A) Overview

Operations Plan: (B) OMG & OASG

Operations Plan: (C) Communications

Operations Plan: (D) SOPs

Operations Plan: (E) Electricity

Operations Plan: (F) Fuel

Operations Plan: (G) Gas

Operations Plan: (L) Legislation

State Emergency Coordination Group (SECG)

Established during a state of emergency by the State Emergency Coordinator (Commissioner, Western Australia Police) to assist in the response to and recovery from complex emergencies requiring multi-agency coordination.

State Emergency Management Committee (SEMC)

The peak emergency management body in Western Australia.

State Emergency Public Information Coordinator (SEPIC)

Currently the Director of Media and Public Affairs, Western Australia Police, he/she coordinates he provision of media personnel, resources and facilities to assist the Hazard Management Agency in the provision of adequate and timely information during an emergency.

State of Emergency A legislated declaration for extraordinary measures, within the entire or part of the State, to prevent or minimise the loss to life, property and environment.

Supply System Takes it meaning from the Energy Operators (Powers) Act 1979: the generating works, distribution works, and service apparatus involved in the supply of electricity.


Appendix B – Distribution List

The distribution list is included to enable amendments to be distributed at later dates. Copies of the plan must be distributed to at least the following.

Electronic copies will be maintained on the State Emergency Management Committees and the Department of Finance, Public Utilities Office websites:

www.semc.wa.gov.au

www.finance.wa.gov.au

Emergency Management Australia

Emergency Management Australia, Crisis Coordination Centre

Australian Emergency Management Institute Library (2 copies)

State Government Ministers

Minister responsible for administration of the Emergency Management Act 2005

Other Ministers

State Emergency Management Committee

All members

Secretary SEMC

All subcommittee members

Organisations with responsibilities in this plan

All Organisations and agencies with roles under this plan as detailed in Appendix C

Library Deposits (bound copies with contact details removed)

National Library of Australia, Legal Deposits Unit (2 copies)

State Library of Western Australia, Battye Library (4 copies)

http://www.semc.wa.gov.au/

http://www.finance.wa.gov.au/


Appendix C – Committee Structures and Organisational Roles

Electricity Supply Emergency Committee (ESEC)

This committee is responsible for non-operational strategy relating to electricity supply issues in Western Australia. It is also responsible for preparing and maintaining this plan (Westplan – Electricity Supply Disruption) as well as participation in the annual exercises.

Organisations represented on the Electricity Supply Emergency Committee are:

Public Utilities Office Western Power

Alinta Energy Department of Fire and Emergency Services

Horizon Power Western Australia Water Corporation

Synergy Rio Tinto

Department of Health Western Australia Local Government Association

Chamber of Minerals and Energy of Western Australia

ERM Power


In considering representation for the ESEC the HMA sought organisations from all aspects of the supply chain. Participants are suitably empowered to speak and act on behalf of their respective organisations

Membership of ESEC entails:

Participating in: o annual exercises o annual meetings

Consultation on: o amendments to emergency management arrangements o policy positions

Advice to the HMA on o industry concerns / developments o market modelling

Specific to the incident it is likely that the organisations above will constitute part of the Operations Management Group. During a response the HMA will draw on its stakeholders to provide the best of advice to the Operational Area Manager.

Membership to the ESEC is by request or invitation. Members are selected based on the level on benefit they can provide to the State in preparing for an electricity supply disruption.

Operations Management Group (OMG)

The Operations Management Group is the principal group responsible for coordinating the response to significant electricity supply disruptions.

Chaired by the Coordinator of Energy (or delegated to the Operational Area Manager), the group is comprised of a Planning Team, Operations Team, Logistics Team and Public Information Team.

Stakeholders within the OMG provide information, advice and resources to assist in the coordination of a response to electricity supply disruptions. Examples of tasks performed by the OMG include (but are not limited to):

assistance in achieving OMG objectives by implementing responses within the stakeholder areas of operation

evaluation of gathered information and assessment of available options

development and implementation of an Action Plan in response to the incident


participation in a review of the incident and response undertaken

input into a final report to the Minister for Energy and the State Emergency Management Committee on the effectiveness of the incident response.

Note that to maximise the effectiveness of a response to any given supply disruption, the HMA may invite parties to join the Operations Management Group at any time.


When the Coordinator of Energy (as the HMA) identifies that multiple agencies need to be coordinated at a district level or multiple incidents are occurring simultaneously in one Operational Area, it may activate the Operational Area Support Group (OASG), which will be convened by the OAM.

Membership of the OASG will be the OAM, appointed by the HMA, who will be the Chair, District Emergency Coordinator and members (liaison officers from the key agencies involved in the response to and recovery from the incident).

Additional representatives to the Operations Management Group or Operational Area Support Group may be selected based on the need to:

understand the nature of the incident in relation to electricity supply

understand the present or potential impacts both primary and consequential, of the incident in relation to electricity use and the provision of goods and services to the community

facilitate the development and coordination of responses (including the provision of information).

The OASG supports the work of the OMG by providing agency specific information, expert advice and support in relation to the strategic and operational management of an incident. The group will comprise of essential service providers, government agencies and, depending on the size of the incident, District Emergency Coordinator(s) or a whole of local government representative. The group has a specific focus on the impact to the community, essential services and the economy.

Organisational Roles & Responsibilities

The following table outlines the aspects of emergency management each organisation has a role in for the emergency management of electricity supply disruption.

Emergency Management Agency

Industry Role

Emergency Management Role

PREVENTION PREPAREDNESS RESPONSE RECOVERY

Coordinator of Energy (Public Utilities Office)

Hazard Management Agency (Government Department)

(Transition)

Department of Commerce

(WorkSafe, EnergySafety) Regulator

Economic Regulation Authority Regulator

System Management System Operator

Horizon Power Generator / System Operator /

Retailer

Rio Tinto Generator / System Operator /

Retailer


Emergency Management Agency

Industry Role Emergency Management Role

PREVENTION PREPAREDNESS RESPONSE RECOVERY

Western Power Network Operator

Synergy Generator / Retailer

BHP Billiton Generator / System Operator /

Retailer

Alinta Energy Generator

Chamber of Minerals and Energy Industry Advocacy Body

Department of Health Essential Service

Department of Fire and Emergency Services

Essential Service / HMA

Independent Market Operator Market Operator

Main Roads Essential Service

Public Transport Authority Essential Service

Western Australia Water Corporation

Essential Service

Western Australia Police Essential Service

Western Australia Police State Emergency Coordinator

Western Australia Local Government Association

Local Government Representative

Local Government / Shire Local Government

Department of Housing Government Agency

Department of Premier and Cabinet

State Recovery Coordinator

Department for Child Protection and Family Support

Government Agency

Department for Education Government Agency

This table reflects the responsibilities organisations have, legislative or not, with respect to the aspects of emergency management. The HMA does not have oversight nor control over how these organisations conduct their business and this list is not prescriptive but for informational purposes only.