By Ciara Sterling, Chief Executive Officer of Thriving Communities Partnership

Impact at scale can be difficult, but there are enablers and tried and tested approaches that can be leveraged for success. I was thrilled recently to be part of the Energy Charter Industry Working Group (IWG) Workshop where I shared some of the enablers that we have used in our collaborations and initiatives that we deliver through Thriving Communities Partnership (TCP).

One of the first enablers is having a platform for change, a driving force that motivates action to do something differently, something better. The organisations participating in the Energy Charter have that platform through the commitment to the principles and utilising them as a framework. To enhance this the individuals who represent these organisations in the IWG are living into the spirit of true collaboration. I was impressed to observe, and be part of a supportive open environment at the meeting, where people were able to candidly reflect on the challenges and successes of pioneering the Energy Charter within their own organisations. In collaborations such as the Energy Charter, this environment provides the opportunity to accelerate in impact of progress against the principles. Participants are not only reflecting on their own experiences, in sharing them, others are learning and adapting as well.

The Energy Charter principles apply across many organisations, and many teams that all play their part in the delivery of energy to customers and businesses across the country. At the workshop I shared some experiences about how reframing the way we think about a ‘problem’ can often give us more progressive and impactful solutions. Given the breadth of customers, employees, teams, and organisations impacted by the Energy Charter, it’s important to interrogate ‘problems’ through multiple angles. Often we are not getting our solution right because we are “stuck” on how we see a situation. Try asking yourselves:

• How did this problem come about in the first place?
• How do we unpack our existing assumptions?
• What are the actual outcomes we want to achieve?
• Have we applied a lens that represents the issue from each unique stakeholder’s point of view?

Looking at your problem differently is a critical part of solving complex issues and can be relevant to organisational initiatives and to cross organisational partnerships. It’s a way of ensuring better, more sustainable solutions.

Another enabler I shared that we are guided by at TCP, includes behaving in accordance with the Partnership Brokering Principles. Established by the Partnership Brokering Association these principles help to ensure that successful delivery can be achieved:

• Valuing diverse perspectives – bringing together people that think differently, and see the world in different ways to solve complex problems
• Building equity- not allowing traditional power dynamics or imbalances, to get in the way of ensuring everyone’s voice is heard and humans are always at the centre
• Openness – creating a safe space for people to share (good and bad) what is going on in their organisation without judgement, rather a willingness to learn from each other
• Mutual Benefit – understand and recognise both the individual and collective. Collaborate on what matters and when it comes to safer and equitable human outcomes – park competition at the door
• Courage – Often innovation and big important change takes lots of courage, as does owning where you get it wrong. When doing things that have not been done before and we need to try, test and learn and sometimes fail together to understand what will work.

By approaching a conversation, an initiative, a partnership and more, with these behaviours as the foundation, a trusted and productive environment can be created. These Principles and behaviours can lead to improved commitment and achievement of results. I was so pleased and enthused to see these principles being reflected in the discussion I heard on the day.

There are many enablers of change that exist, including the humans that are choosing to be responsible for creating and enacting positive change. The really positive perspective for the Energy Charter IWG is that through their collective networks and resources, there is an opportunity to learn from and leverage many more. Thanks again to the Energy Charter for having us along to be part of your day.

Today marks a significant milestone for the Australian energy industry.

For the first time, Australians can gain unique insights into improvements by generators, transmission companies, distributors and retailers to provide better services and to put their customers first.

Formed in January this year, the Energy Charter is a CEO-led initiative of 18 Australian energy companies. This is the first time that all parts of the energy supply chain have come together and committed to a disclosure framework to help deliver a more affordable, reliable and sustainable energy system for all Australians. Importantly, each company has reviewed how they can support cultural change within their own business and as an industry.

Today, a recently formed Independent Accountability Panel will commence a period of public consultation after receiving disclosure reports from the 18 signatories.

Chair of the Energy Charter CEO Council, John Cleland, said the energy industry has recognised that it needs to do better and the independent panel process will provide further guidance, discussion and motivation for the signatories.

“This is a milestone for the Australian energy industry and those companies that have opted to be involved. For the first time, companies are coming together to see how they can better support customers,” said Mr Cleland.

“Together with Energy Consumers Australia and other end-user representatives, we have recognised that there’s a long way to go in this space, and that things won’t change overnight, but this is an important shift towards a greater understanding of customer needs.”

The Independent Accountability Panel will now review the disclosures. The CEOs of the Energy Charter signatories will meet with the panel over coming weeks to discuss their respective disclosures.

Mr Cleland added that this was also an opportunity for energy customers to see for themselves the positive changes already put in place by the signatories.

“The Energy Charter was established in recognition that the industry was undergoing a period of tremendous change and needed to transform its approach to customers,” Mr Cleland said.

“While there are many opinions about the Australian energy industry, the fact that so many Boards, CEOs, Managing Directors and senior executives have been engaged in the Energy Charter is a reflection on how seriously we are taking this. We are committed to being more open, accountable and doing more to listen to our customers.”

The Independent Accountability Panel’s period of public consultation will include CEO briefings and stakeholder forums to be held in Sydney, Brisbane and Melbourne in October. Written submissions about the signatories’ disclosures will be accepted by the panel until 25 October.

The Independent Accountability Panel’s report will be published at the end of November.

For more information visit: www.theenergycharter.com.au.

Media Release Download

By John Cleland, Chair of the Energy Charter CEO Council

Today marks a huge milestone for the Energy Charter, as disclosures from eighteen energy companies describe in detail how we are individually and collectively striving to deliver a more affordable, sustainable and reliable energy system for all Australians. Our vision is together, deliver energy for a better Australia.

As Chair of the Energy Charter CEO Council, it is a privilege to liaise with all the diverse energy companies whose CEOs have signed onto this journey of continuous improvement with the potential to benefit millions of Australian homes and businesses.

Signatories have submitted their first-ever disclosures which provide unique insights into their actions, plans and ambitions to improve services and performance for customers.

My CEO colleagues have shared that the work to compile the disclosure documents has spurred internal conversations right up to Board level on topics such as:

• How can we put customers at the centre of our business and the energy system?
• What can we do to improve affordability and customer experience for all Australians?
• How can we better support customers facing vulnerability?
• What can we do to ensure that we provide energy safety, sustainability and reliably in line with customer expectations?

These are all crucial questions that will now be analysed by the Independent Accountability Panel through a series of CEO meetings taking place in October. Parallel stakeholder forums are also being held in Melbourne, Brisbane and Sydney, and an online public consultation process is taking place that is open to the entire community. These CEO and Stakeholder forums will provide unique opportunity for us to listen, learn and improve.

What’s next?

The report from the Independent Accountability Panel at the end of November will enable energy companies to reflect on their current performance and explore how they can improve customer outcomes.

While we are only at the beginning and we have a lot of work yet to do, we celebrate the commitment and good faith of these initial steps. There is already greater transparency and authentic conversations happening that will drive innovative improvements for our customers. Today was a step towards that collective objective, so thank you to everyone for their efforts to move the focus of our sector in 2019 and deliver better customer outcomes for the future.