Natonal Customer Code December News Update

2021 Annual Report, Customer Code Council Update, Code Champion Anthony Cooper, Executive Manager Energy Program at  Business Australia,  What’s On in 2022 and Call for Customer Code Council nominations by end of Jan 2022  Read More

Energy sector remains focused on transition and affordability

Affordable energy and transition to a decarbonised energy system, in ways that put customers at the centre and leaves no-one behind, have been identified by the Energy Charter as critical ongoing commitments in 2022, following a new report released today.

Energy Charter Full Signatories, made up of 25 energy organisations, including retailers, generators, distribution and transmission businesses, have pledged to work closer together over the next 12 months to focus on these key issues for the benefit of Australian customers and communities.

Following its annual review of Energy Charter signatory disclosures, the Independent Accountability Panel (IAP) released its third annual report today stating:

“The true test of whether Signatories are putting their customers at the centre of their business and the energy system is whether they work together, and with governments and market bodies, to address the clear challenges with ambition and urgency.”

Chair of the Energy Charter CEO Council, Frank Tudor, said 2021 continued to be an extremely challenging year for many energy consumers with the impacts of COVID-19 still being felt across the nation. The unique structure of the Energy Charter allowed organisations from across all areas of the supply chain to collaborate through #BetterTogether initiatives to support customers. This was recognised by the IAP as a critical innovative platform to support customers.

Key achievements through the Energy Charter over the past 12 months have included:

“The Energy Charter provides an open platform for the energy sector to collaborate on key issues for customers, and there is always more we can do,” Mr Tudor said.

“The Independent Accountability Panel’s message is clear. We need to come together with urgency to better plan the path to meeting customer and community expectations on net zero by 2050. We need ambition to do more to support households and businesses in vulnerable circumstances.

“We thank the Independent Accountability Panel for their report and recommendations. The Energy Charter signatories will continue to collaborate across industry and with customer advocates to deliver on these recommendations over the next 12 months to benefit customers.

“We are also proud to have welcomed four new signatories into the Energy Charter this year and look forward to building on that momentum to see more energy businesses joining in the years ahead, particularly retailers.”

During its review, the Independent Accountability Panel analysed the disclosure reports submitted by Energy Charter signatories, interviewed CEOs and held stakeholder and public forums. Led by Clare Petre as Chair, the IAP includes Cassandra Goldie, CEO Australian Council of Social Service and Andrew Richards, CEO Energy Users Association of Australia.

For more about the Energy Charter and the IAP report, visit

For media enquiries, please contact: Sabiene Heindl, E:, M: 0412 039 747

Strategies for change makers – Robyn Bailey

For me as a champion of change, it’s all about giving the ‘human’ element the same priority as the process element. In this short blog, I share with you some of the strategies and approaches that I have used to help deliver transformational change projects across large organisations.

Over the last 6 months, the Energy Charter teamed up with Good Shepherd’s Financial Inclusion Action Plan on a four-part series called Champions of Change. The series explored strategies to arm Changer Makers with the tools and insights to make change in and outside of organisations.

Robyn Bailey, previously the Executive General Manager, Transformation and Portfolio Management, nbn co., talked about how leadership and alignment were critical elements of enabling transformational change and the strategies that can be successfully used to drive such change.

My approach to change involves three simple, but key insights:

  1. Assume no bad intent – As human beings it is a requirement for us to constantly make assumptions because we rarely, if ever, have all the information at hand. It can be easy to assume that others might not support what we are working on, particularly when we are all working under time & budget constraints towards complex and ambitious goals. However, it is critically important to remember that we never really know exactly what others are thinking or what is going on in their world. More often than not over the years I have found that other people actually want the same or a similar outcome after I have taken the time to clarify my intent and demonstrated that I am open to hearing their considerations.
  2. Genuine collaboration – Do not underestimate the value of truly listening to others and making changes to incorporate feedback into the way that an outcome is being delivered. It can be easy to ignore the risks, concerns and suggestions that others raise in order to save time up front however ultimately it will end up costing more time at the end. Genuine collaboration is hard work but if it is done well, it saves time and reduces unnecessary frustration.
  3. Social capital – Business leader Margaret Heffernan in her “Forget the Pecking Order at Work” TED Talk challenges the roles of the workplace pecking order and suggests that a community focussed model will help achieve the highest levels of success in business and the world. How do you make sure outside your transactional work, that you are creating connections with other people in your workplace? I still recall the first time I saw Margaret’s video. It joined so many dots for me and I have been a strong advocate for social capital ever since.

From my experience you need to dedicate time towards getting to know other people beyond their roles in the workplace. It is a worthwhile investment which helps to build trust and empathy. Ultimately it enables change to occur more effectively because it is easier to drive and align behind the change agenda if you already have the human connections. After all, organisations don’t change, people do.

In my recent role we had a monthly meeting between senior leaders without any agenda except understanding others’ perspectives and what was going on for them. Open questions to get to know others are great at driving social capital and modelling this approach to others.

Ultimately, change involves people. Always remember: the human element is critical in any positive change process. Investing time in people and building connections is critical.

Robyn Bailey, previously Executive General Manager, Transformation and Portfolio Management, nbn co.

The Energy Charter December News Update

Message from the Chair of the CEO Council – Frank Tudor MD at Jemena, Transition & Affordability, Customer Voice Cath Smith – Independent Chair of EUCG, #BetterTogether initiatives, Champions for Change – The Series, welcome to new Energy Charter Full Signatory TasNetworks Read More