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Corporate Plan 2017-21

​​​​​​​​​​​The Clean Energy Regulator Corporate Plan 2017-21 covers reporting periods 2017–18 to 2020–21 and has been prepared as required under paragraph 35(1)(b) of the Public Governance, Performance and Accountability Act 2013.

Our performance against this plan will be r​eported a​gainst in the 2017-18 Annual Performance Statement published in our 2017-18 Annual Report in October 2017.

Download the documentasset:Corporate Plan 2017-21

Corporate plan table of contents​​​

Accelerating carbon abatement for Australia.

Engaged, active and compliant clients

We want our clients to be informed, capable and willing to comply. To be effective, we need to attract and retain clients that meet the requirements of our voluntary schemes and can benefit from our schemes’ incentives. We also need to encourage compliance by assisting clients that have mandatory obligations under the schemes.

Strategies to achieve this objective:

  • Invest in knowing our clients and communicating with them in a way which meets their needs.
  • Use client education and guidance materials to help potential clients understand how to participate in and comply with our schemes.
  • Use targeted enforcement to act as a deterrent to non-compliance.
  • Ensure our activities assist our clients to self-select in only if they have adequate competency, capacity and capability to meet the requirements and achieve the anticipated results.

Priorities

Our priorities over the life of the plan are to:

2017-2018

  • better understand how sectoral drivers impact on client behaviour and market activity
  • further develop online tools to enable clients to self-assess and participate in our schemes, and
  • strengthen voluntary scheme compliance through targeted activities in line with our compliance priorities.

2018-2019

  • understand the impact of emerging technologies, business models and market behaviour on clients and our schemes, and
  • implement enhancements that optimise voluntary compliance while reducing regulatory burden on clients.

2019-2021

  • provide proactive and timely communications to our clients and the market on new scheme opportunities or obligations.

Efficient and effective administration

As an agency operating for the public good we have an obligation to be efficient and effective. In response to the government’s regulatory reform agenda, we continuously look for ways of doing things more efficiently for us and our clients.

Strategies to achieve this objective:

  • Use risk-based and continuous improvement approaches to deploy agency resources to best effect.
  • Maintain and enhance the skills and expertise of our people and encourage innovation.

Priorities

Our priorities over the life of the plan are to:

2017-2018

  • enhance data governance and management
  • actively contribute to the reviews undertaken by government ensuring proposed scheme changes are workable, and
  • realise efficiencies from scheme refinements, risk-based controls and process improvements.

2018-2019

  • refine processes and regulatory posture to reflect any changes to scheme or policy settings, and
  • continue to digitise business processes to reduce client burden and deliver operational efficiencies.

2019-2021

  • anticipate our approach to potential changes to national and international obligations that impact on our schemes.

A trusted, relevant and expert institution

To address the challenge of reducing carbon emissions, the Clean Energy Regulator will need to operate for many years as a capable, trusted agency relied upon to make sound decisions based on excellent knowledge and data.

Strategies to achieve this objective:

  • Build and sustain the agency’s reputation and impact through sound stakeholder and client relationships and partnerships with other relevant institutions and regulatory bodies.
  • Promote the value of our assets, the quality of our results, the strength of our capabilities and the importance of our data.

Priorities

Our priorities over the life of the plan are to:

2017-2018

  • anticipate, assess and respond to client and consumer preferences that impact on our schemes
  • improve spatial representation of data held by the agency, and
  • strengthen relationships with relevant institutions and regulatory bodies for data and intelligence sharing.

2018-2019

  • use consolidated information and data to increase the efficiency and integrity of decision-making, and
  • respond to outcomes of energy market reform that impact our schemes.

2019-2021

  • maintain our capability and reputation to implement new programs.

Secure and enduring regulatory infrastructure

Our changing policy environment and client base and the need to operate efficiently mean that we need resilient and adaptable long-term processes and systems as well as reliable data.

Strategies to achieve this objective:

  • Ensure our regulatory infrastructure is reliable, resilient and able to be reused in response to policy change.
  • Protect the integrity and utility of the core elements of our schemes, including greenhouse and energy data, contracts, units and certificates.

Priorities

Our priorities over the life of the plan are to:

2017-2018

  • increase our data analytics capability to better understand market behaviour and inform compliance activities
  • continue to develop standardised platforms that facilitate data and information sharing with our partners, and
  • continue to invest in our people to enhance our future regulatory capability.

2018-2019

  • identify opportunities to accept third party data to enhance compliance monitoring.
  • refine our systems to allow flexibility to embrace any future scheme or policy variations.

2019-2021

  • establish new operational platforms to incorporate new or changed programs.


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