To ensure we are administering our schemes efficiently and effectively, we invest in capabilities that enable our agency to be agile and flexible in response to any scheme or policy changes, and that allow us to develop our people, process and system capabilities in line with our strategic direction. Our administration needs to be transparent and fair to underpin market confidence and participation.
We aim to be a practical, grounded, quick and commercially orientated regulator. We work hard to understand and support the market and our participants and hold a wealth of data and information that is useful for enabling carbon markets to function well, and valuable for informing policy development. Investing in our people to remain in touch with the changing environment and identifying the right mix of priorities in order to meet our objectives supports our participants. We will always aim to engage industry where appropriate in order to be as transparent as possible when developing new processes. Our data must be accessible, useful and accepted as the source of truth.
Our statutory decisions must be robust and made according to law. We are open to considering alternative approaches where there are sound, lawful reasons to do so.
Maintaining a capable, agile and high performing workforce is critical to our success. We have installed a base of human capital as fundamental to our system and agility. The open and collaborative relationships we have with other bodies in the Industry, Science, Energy and Resources portfolio, state and territory government bodies, and industry and stakeholder bodies are also important.
Our culture and values shape the way we interact and engage with each other within the agency to create a positive and supportive working environment, guided by risk management principles and practices (see more details in Our approach to risk on page 16). They also guide how we work with our participants and stakeholders to build and maintain trusted relationships and our approach when responding to challenges and opportunities in our environment. Every member of our agency contributes to the values, principles and behaviours that are elements of our culture. We have distilled these into our four cultural anchors. These represent the ideals that we strive for and guide the way we work together. Our four cultural anchors are:
We are dedicated to building capability to capitalise on opportunities to improve and future proof our agency. We will continue investing in our people and developing our workforce to ensure we have the right mix of capabilities and aptitudes to meet current and future requirements.
Our People Capability Framework is a key component of the strategic initiatives driving our agency forward and setting the scene for adopting new ways of working.
This provides a common and accessible framework to lift agency capability, allows us to target development solutions for maximum benefit, and informs job and organisational design.
As the framework matures, we will use data about our people’s capability to inform workforce management and planning decisions. The framework is integral to our cultural anchor of active development.
In addition to developing people capability, we will also ensure the networks, systems and services that underpin our schemes and registries support current business and user needs and can adapt to change. Our Digital Roadmap, endorsed in 2019 and reviewed annually, provides a rolling three-year view of our priorities. This is our pathway for agency schemes and registries to better meet the needs
of our participants and our agency, while also aligning with whole-of-government strategies, such as digital transformation, cloud first and cyber resilience. Our
approach is to leverage the maximum business value in our current systems and start building a longer-term platform based on user-centred design, consolidation, self-service, and streamlined services that improve client experience and productivity, deliver efficiencies as systems become simpler to connect to, and provide a consistent, centralised client experience.
We are committed to being transparent and accountable for the regulatory functions we undertake on behalf of the Government. We measure our agency’s performance holistically through our Key Performance Indicator (KPI)
Framework. This framework provides a structure for us to systematically monitor, assess and report on our performance against achieving our purpose, objectives and priorities—providing clear line of sight between our planning and reporting frameworks.
We developed our KPI Framework to represent our core functions as a regulator, rather than individual scheme activities. The framework includes quantitative and qualitative performance measures, which collectively assess agency performance. We have set targets for those performance measures that use quantitative data.
Our KPI Framework is reviewed and updated with each planning cycle to ensure our performance measures best capture agency performance based on refinements to our reporting maturity and changes in our operating environment.
We report results against the performance measures in the Clean Energy Regulator Annual Performance Statement, which is included in our Annual Report. We include additional context and specific examples in our Annual Performance Statement to provide a detailed understanding of the outcomes achieved.
In addition to measuring our performance in achieving our purpose, we undertake an annual self-assessment under the Regulator Performance Framework. The Regulator Performance Framework requires Commonwealth regulators to assess their performance when interacting with business, the community and individuals, and evaluate how well they have reduced regulatory burden and increased transparency in their operations. From 2020–21, our agency’s self-assessment report against the
framework’s six performance criteria will be included in our Annual Report. We strive to be quick, practical, grounded and commercially savvy in the way we go about our business.
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