Skip Ribbon Commands
Skip to main content

Skip Navigation LinksOur-approach

CER branding swish

Our approach

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 robust and fair to underpin market confidence and participation.

We aim to be a practical, grounded, quick and commercially savvy regulator. We are close to the market and our participants, and hold a wealth of data and information which is useful for enabling vibrant carbon markets to function well and valuable for informing policy development. Our data must be accessible, useful and accepted as the source of truth.

Maintaining a capable, agile and high performing workforce is critical to our success. 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, how we work with our participants and stakeholders to build and maintain trusted relationships, and our approach in 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, and we have distilled these into our 4 cultural anchors. These represent the ideals that we strive for and form the way we work together.

Our four cultural anchors are:

  • Delivering outcomes: Our people care about delivering agency objectives because our purpose matters.
  • Trust and accountability: Our people trust each other because we are accountable for our actions.
  • Role clarity: Our people know who does what because role clarity is vital for productive collaboration.
  • Active development: Our people actively develop themselves and others because lifting capability makes a difference.


The agency continues a period of technology renewal and building readiness to streamline our schemes and registries to support the increasing demand for institutions to voluntarily reduce their emissions.

We recently completed a full transition to Microsoft 365 and Microsoft Azure that underpins our ability to reimagine how our schemes and registries support our new and existing objectives. Our enterprise architecture has been reshaped towards Software as a Service (SaaS) platforms to drive greater efficiency, scalability and user access, while improving the user experience for scheme participants.

We are dedicated to building capability to capitalise on opportunities to improve and future proof the 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 the agency forward and setting the scene for adopting new ways of working. The framework provides a common and accessible language about 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 remains an integral way that we contribute 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 are secure and adaptable to change. Our technological capability is based on a ‘cloud first’ and ‘agile delivery approach’ that provides a secure, accessible and adaptable foundation to deliver our digital services. The agency’s Digital Roadmap was endorsed in 2019 and is reviewed annually. The Digital Roadmap provides a rolling 3-year view of our strategic priorities that guides continuous improvement of our schemes and registries to better meet the needs of our participants and our agency. It also aligns with whole-of-government strategies, such as digital transformation, cloud first, and cyber resilience.

Our performance

We are committed to being transparent and accountable for the regulatory functions we undertake on behalf of the government. We measure the agency’s performance in achieving our purpose through our Key Performance Indicator (KPI) framework. The KPI framework provides a structure for monitoring, assessing and reporting on our performance.

The KPI framework has been developed to represent our core functions, as opposed to individual scheme activities. The KPI framework includes a number of quantitative and qualitative performance indicators, which collectively measure and report on the agency’s performance against our purpose, objectives and planning priorities, providing a clear line of sight between the agency’s planning and reporting frameworks. Targets have been set for those performance indicators that use quantitative data as a measure of performance.

The KPI framework is reviewed and updated with each planning cycle to ensure that our performance indicators best capture agency performance based on refinements to our reporting maturity and changes in the agency’s operational environment. Since our last Corporate Plan, we have refined our performance information so it meets more rigorous performance reporting requirements under the Public Governance, Performance and Accountability Rule 2014. This includes a mix of types of performance indicators to provide a more complete view of our performance, as shown in the graph below.

Results against the performance indicators are reported in the Clean Energy Regulator Annual Performance Statement, which is included in the Clean Energy Regulator Annual Report. In the Annual Performance Statement, we will complement the results with additional context and case studies that provide a detailed understanding of the outcomes achieved.

The Clean Energy Regulator Annual Performance Statement will include analysis of our performance against the 3 principles of regulator best practice that underpin the Government’s expectations for the performance of Commonwealth regulators – continuous improvement and building trust, riskbased and data driven, and collaboration and engagement.

Types of performance measures for 2021–25
Types of performance measures for 2021–25

Documents on this pageDocuments on this page

Was this page useful?

preload-image-only preload-image-only preload-image-only preload-image-only preload-image-only preload-image-only preload-image-only preload-image-only preload-image-only