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 and to deter those not willing to comply.
Strategy
- Invest in knowing our clients and communicating with them in a way that meets their needs.
- Use client education and guidance materials to help potential clients understand how to participate in, and comply with, our schemes.
- Set clear and consistent expectations with our clients.
- Further develop tools that assist our clients to self-select in only if they have adequate capacity and capability to meet the requirements and achieve the anticipated results.
- Manage non-compliance and influence client behaviour by communicating the regulatory responses and actions we take to address non-compliance, including the use of targeted enforcements to act as a deterrent.
Strategic priorities
2018–19
- Understand the impact of emerging technologies, changing business models and market behaviour on clients and our schemes.
- Co-design system enhancements with our clients to provide self-service assessments to reduce the regulatory burden on clients and to improve administrative efficiency.
- Enhance our compliance capability through data analytics and increased collaboration with stakeholders to deter or respond to non-compliance and effectively communicate the consequences of non-compliance.
- Seek out and draw upon external technical expertise to further develop and improve existing guidance tailored to relevant sectors.
2019–20
- Provide proactive and timely communications to our clients and the market on any new scheme opportunities or obligations.
- Evaluate the effectiveness and realise the benefits of changed client behaviour as a result of the regulatory actions we have taken in response to serious non-compliance.
- Enable clients to benchmark against other industry participants.
2020–22
- Recalibrate controls in the Renewable Energy Target scheme after 2020.
Key Performance Indicators
- Level of client satisfaction with engagement and guidance provided.
- Proportion of client contacts resolved at first interaction.
- Number of Australian carbon credit units issued.
- Number of renewable energy certificates validated.
- Proportion of applications processed within statutory or agreed timeframes.
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 deregulation agenda, we continuously look for ways of doing things more efficiently for us and our clients.
Strategy
- 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 to benefit us and our clients.
Strategic priorities
2018–19
- Refine processes and regulatory posture to reflect any changes to scheme or policy settings.
- Continue to digitise business processes to reduce client burden and deliver operational efficiencies.
- Embed, refine and evaluate data governance and management activities undertaken to streamline systems and business processes.
- Continue to build the capability and skills of our staff to enhance the agency’s approach to managing compliance.
2019–20
- Anticipate potential changes to national and international obligations that impact on our schemes and develop our response.
- Ensure that our digitised business processes are reducing client burden and delivering operational efficiencies.
- Enable clients to benchmark against other industry participants.
2020–22
- Continue to leverage whole-of-government arrangements and move towards cloud-based systems and shared services where appropriate.
Key Performance Indicators
- Proportion of successful litigation commenced by the Clean Energy Regulator.
- Proportion of non-compliance cases brought back into compliance.
- Positive assessments of the agency’s performance under the Regulator Performance Framework.
- No significant breaches of government administrative, legal and policy requirements.
- Level of client satisfaction with staff interactions.
A trusted, relevant and expert institution
To effectively carry out our role in relation to the challenge of reducing carbon emissions, the Clean Energy Regulator needs to operate as a capable, trusted agency relied upon to make sound decisions based on excellent knowledge and reliable data.
We need to be agile and responsive to changes to our environment and work with industry, expert groups and associations to drive compliance in the sector.
Strategy
- 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 and the strength of our capabilities.
- Place a strong emphasis on using the data we hold to generate insights and make lawful, consistent, transparent and robust decisions.
- Share the data we hold for the public good, in line with the secrecy and privacy provisions of our legislation.
Strategic priorities
2018–19
- Integrate information and data from multiple schemes and external sources to improve data quality to increase the efficiency and integrity of decision-making.
- Use our data to increase the transparency of the operation of markets and increase market confidence.
- Work collaboratively with the Department of the Environment and Energy to fulfil our role as a joint steward in administering our schemes.
- Leverage our data and regulatory experience to provide our expertise to the Department of the Environment and Energy and other agencies.
2019–20
- Maintain our capability and reputation to implement new programs.
2020–22
- Look for additional opportunities to support and assist other agencies using our data and analytics capabilities.
Key Performance Indicators
- Proportion of contracted abatement delivered.
- Proportion of scheme-based statutory decisions upheld upon internal or external reviews.
- Proportion of safeguard facilities without an excess emissions situation after the previous reporting year.
- Proportion of entities that complied with statutory registration deadlines.
- Compliance levels by regulated and liable entities.
- Level of client satisfaction with the National Greenhouse and Energy Reporting scheme data available on the Information Portal.
- Level of market confidence with the Clean Energy Regulator as a market regulator.
- Level of client satisfaction with registries and reporting systems.
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.
Strategy
- Ensure our infrastructure is reliable, resilient and flexible enough to be reused in response to policy or operational change.
- Protect the integrity and utility of the core elements of our schemes, including greenhouse and energy data, contracts, units and certificates.
Strategic priorities
2018–19
- Improve our data services infrastructure and use our data analytics capability to support evidenced-based decision-making and processes.
- Identify opportunities to accept third-party data to enhance compliance monitoring and reduce client burden.
- Refine our systems to allow flexibility to embrace any future scheme or policy variations.
2019–20
- Establish new operational platforms to incorporate new or changed programs.
- Increase data and intelligence sharing in line with the whole-of-government data-sharing agenda.
2020–22
- Continue to ensure registries are leading practice.
Key Performance Indicators
- Availability of online systems.
- No infiltrations of the Clean Energy Regulator’s online systems.