{ "entity_id": "S-ACT-028", "folder": "Evoenergy", "name": "Evoenergy", "type": "State-Owned Corporation", "jurisdiction": "ACT", "portfolio": "Energy", "website": "https://www.evoenergy.com.au/", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_global_initiatives_structured": false, "n_global_initiatives": 0, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 6, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "To attain this vision, ActewAGL and Evoenergy will work together to empower and connect communities through our operations, creating more employment and commercial opportunities, providing a respectful and equitable workplace and accepting the history and heritage of First Nations peoples as part of our way of working and company culture.", "official_site_url": "https://www.evoenergy.com.au/", "source_documents": [ { "type": "strategie", "title": "Reconciliation Action Plan (RAP)", "url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "To attain this vision, ActewAGL and Evoenergy will work together to empower and connect communities through our operations, creating more employment and commercial opportunities, providing a respectful and equitable workplace and accepting the history and heritage of First Nations peoples as part of our way of working and company culture.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 8, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=8" }, "vision": { "text": "In a just, equitable and reconciled Australia, First Nations peoples will have the same opportunities to work and live in our community and access energy supplied by ActewAGL and Evoenergy.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 8, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=8" }, "strategic_priorities": [ { "title": "Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and org", "description": "Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 11, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11" }, { "title": "Build relationships through celebrating National Reconciliation Week (NRW).", "description": "Build relationships through celebrating National Reconciliation Week (NRW).", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 11, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11" }, { "title": "Promote reconciliation through our sphere of influence.", "description": "Promote reconciliation through our sphere of influence.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 11, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11" }, { "title": "Promote positive race relations through anti-discrimination strategies.", "description": "Promote positive race relations through anti-discrimination strategies.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 11, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11" }, { "title": "Increase engagement with First Nations People regarding energy equity and the energy transition.", "description": "Increase engagement with First Nations People regarding energy equity and the energy transition.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 11, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11" }, { "title": "Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge an", "description": "Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 13, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=13" }, { "title": "Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.", "description": "Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 13, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=13" }, { "title": "Integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship", "description": "Integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 14, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=14" }, { "title": "Increase employment opportunities and improve employee experience for First Nations peoples through our Diversity, Equit", "description": "Increase employment opportunities and improve employee experience for First Nations peoples through our Diversity, Equity and Inclusion strategy.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 15, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=15" }, { "title": "Increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the Act", "description": "Increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 16, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=16" }, { "title": "Establish and maintain an effective RAP Working Group (RWG) to drive governance of the RAP.", "description": "Establish and maintain an effective RAP Working Group (RWG) to drive governance of the RAP.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 17, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=17" }, { "title": "Continue our reconciliation journey by developing our next RAP.", "description": "Continue our reconciliation journey by developing our next RAP.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 17, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=17" } ], "values": [ { "name": "empowerment", "description": "", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": null }, { "name": "equity", "description": "", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": null }, { "name": "engagement", "description": "", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": null }, { "name": "awareness", "description": "", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": null }, { "name": "respect", "description": "", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": null }, { "name": "inclusion", "description": "", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": null }, { "name": "sustainability", "description": "", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Employment and Community Engagement", "description": "To increase employment opportunities and improve employee experience for First Nations peoples through our Diversity, Equity and Inclusion strategy, and to increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program.", "activities": [ "Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention and professional development.", "Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes.", "Increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program." ], "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 15, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=15" }, { "name": "Outcome 2: Cultural Respect and Reconciliation", "description": "To increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning, and to build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.", "activities": [ "Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.", "Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week." ], "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 13, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=13" }, { "name": "Outcome 3: Environmental Stewardship and Cultural Respect", "description": "To integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect.", "activities": [ "Integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect." ], "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 14, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=14" } ], "performance_measures": [ { "code": "RAP01", "measure": "Number of staff participating in cultural learning", "target": "100%", "latest_result": "80%", "status": "Partially achieved", "target_source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "target_source_page": 13, "result_source_url": "", "result_source_page": 13 }, { "code": "RAP02", "measure": "Percentage of Aboriginal and Torres Strait Islander employees", "target": "10%", "latest_result": "8%", "status": "Partially achieved", "target_source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "target_source_page": 15, "result_source_url": "", "result_source_page": 15 }, { "code": "RAP03", "measure": "Number of Aboriginal and Torres Strait Islander businesses engaged", "target": "5", "latest_result": "3", "status": "Partially achieved", "target_source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "target_source_page": 16, "result_source_url": "", "result_source_page": 16 } ], "document_alignment_terms": { "must_support": [ "To attain this vision, ActewAGL and Evoenergy will work together to empower and connect communities through our operations, creating more employment and commercial opportunities, p", "In a just, equitable and reconciled Australia, First Nations peoples will have the same opportunities to work and live in our community and access energy supplied by ActewAGL and E", "Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations.", "Build relationships through celebrating National Reconciliation Week (NRW).", "Promote reconciliation through our sphere of influence.", "Promote positive race relations through anti-discrimination strategies.", "Increase engagement with First Nations People regarding energy equity and the energy transition.", "Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.", "Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.", "Integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect." ], "watch_terms": [ "Number of staff participating in cultural learning", "Percentage of Aboriginal and Torres Strait Islander employees", "Number of Aboriginal and Torres Strait Islander businesses engaged" ], "avoid_claiming_without_evidence": [] }, "review_note": "Structured strategy exists but is incomplete." }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "In a just, equitable and reconciled Australia, First Nations peoples will have the same opportunities to work and live in our community and access energy supplied by ActewAGL and Evoenergy.", "vision_source_page": 8, "purposes": "To attain this vision, ActewAGL and Evoenergy will work together to empower and connect communities through our operations, creating more employment and commercial opportunities, providing a respectful and equitable workplace and accepting the history and heritage of First Nations peoples as part of our way of working and company culture.", "purposes_source_page": 8, "how_we_deliver": "We aim to increase awareness and understanding of First Nations peoples’ diverse cultures and histories, while actively collaborating for positive outcomes. Our commitment to equity, rather than mere equality, empowers First Nations individuals, and we recognise our social responsibility for authentic engagement and consultation. At ActewAGL and Evoenergy, every employee should be well-informed about our reconciliation efforts, demonstrating these values daily.", "how_we_deliver_source_page": 8, "government_priorities": [ { "text": "Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations.", "source_page": 11 }, { "text": "Build relationships through celebrating National Reconciliation Week (NRW).", "source_page": 11 }, { "text": "Promote reconciliation through our sphere of influence.", "source_page": 11 }, { "text": "Promote positive race relations through anti-discrimination strategies.", "source_page": 11 }, { "text": "Increase engagement with First Nations People regarding energy equity and the energy transition.", "source_page": 11 }, { "text": "Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.", "source_page": 13 }, { "text": "Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.", "source_page": 13 }, { "text": "Integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect.", "source_page": 14 }, { "text": "Increase employment opportunities and improve employee experience for First Nations peoples through our Diversity, Equity and Inclusion strategy.", "source_page": 15 }, { "text": "Increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program.", "source_page": 16 }, { "text": "Establish and maintain an effective RAP Working Group (RWG) to drive governance of the RAP.", "source_page": 17 }, { "text": "Continue our reconciliation journey by developing our next RAP.", "source_page": 17 } ], "outcomes": [ { "name": "Outcome 1: Employment and Community Engagement", "description": "To increase employment opportunities and improve employee experience for First Nations peoples through our Diversity, Equity and Inclusion strategy, and to increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program.", "key_activities": [ "Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention and professional development.", "Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes.", "Increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program." ], "source_page": 15 }, { "name": "Outcome 2: Cultural Respect and Reconciliation", "description": "To increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning, and to build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.", "key_activities": [ "Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.", "Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week." ], "source_page": 13 }, { "name": "Outcome 3: Environmental Stewardship and Cultural Respect", "description": "To integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect.", "key_activities": [ "Integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect." ], "source_page": 14 } ], "values": [ "empowerment", "equity", "engagement", "awareness", "respect", "inclusion", "sustainability" ], "values_framework_name": "Reconciliation Action Plan", "kpi_targets_2025_26": [ { "code": "RAP01", "measure": "Number of staff participating in cultural learning", "target": "100%", "source_page": 13 }, { "code": "RAP02", "measure": "Percentage of Aboriginal and Torres Strait Islander employees", "target": "10%", "source_page": 15 }, { "code": "RAP03", "measure": "Number of Aboriginal and Torres Strait Islander businesses engaged", "target": "5", "source_page": 16 } ], "kpi_results_2024_25": [ { "code": "RAP01", "measure": "Number of staff participating in cultural learning", "result": "80%", "status": "Partially achieved", "source_page": 13 }, { "code": "RAP02", "measure": "Percentage of Aboriginal and Torres Strait Islander employees", "result": "8%", "status": "Partially achieved", "source_page": 15 }, { "code": "RAP03", "measure": "Number of Aboriginal and Torres Strait Islander businesses engaged", "result": "3", "status": "Partially achieved", "source_page": 16 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "[pages 5,6,7]\nion 59\n5.2 System Demand 59\n5.3 Zone Substation Load Forecasts 66\n5.4 Load Transfer Capability 69\nChapter 6: Managing Existing Assets 71\n6.1 Primary Systems 71\n6.2 Secondary Systems 86\n6.3 Information and Operational Technology – Planning Outcomes 92\nChapter 7: System Planning 94\n7.1 Network Planning - What are the Main Challenges 94\n7.2 Joint Planning with Transgrid 95\n7.3 Inter-Regional Impact of Projects & Relevant National Transmission Flow Path Developments 96\n7.4 Urgent and Unforeseen Need 97\n7.5 Planning Outcomes - Network Constraints and Limitations 97\n7.6 Projects - In Delivery 101\n7.7 Projects - Completed 104\n7.8 Projects - Proposed 104\n7.9 Network Developments No Longer Proposed 121\n7.10 Constraints Requiring Detailed Technical Studies 121\n5 Evoenergy Annual Planning Report 2025", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "[pages 5,6,7]\nion 59\n5.2 System Demand 59\n5.3 Zone Substation Load Forecasts 66\n5.4 Load Transfer Capability 69\nChapter 6: Managing Existing Assets 71\n6.1 Primary Systems 71\n6.2 Secondary Systems 86\n6.3 Information and Operational Technology – Planning Outcomes 92\nChapter 7: System Planning 94\n7.1 Network Planning - What are the Main Challenges 94\n7.2 Joint Planning with Transgrid 95\n7.3 Inter-Regional Impact of Projects & Relevant National Transmission Flow Path Developments 96\n7.4 Urgent and Unforeseen Need 97\n7.5 Planning Outcomes - Network Constraints and Limitations 97\n7.6 Projects - In Delivery 101\n7.7 Projects - Completed 104\n7.8 Projects - Proposed 104\n7.9 Network Developments No Longer Proposed 121\n7.10 Constraints Requiring Detailed Technical Studies 121\n5 Evoenergy Annual Planning Report 2025", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "Greenfield Developments and their Energisation Status\nLocation Stage / detail Status / target energisation\nDenman North Stromlo Reach Stage 2 Target energisation April 2026\nDenman North Stromlo Reach Stage 3 Target energisation June 2026\nDenman North Stromlo Reach Stage 6A In design\nPNA completed with target\nDenman North Stromlo Reach Stages 6, 8, & 9\nenergisation May 2028\nCompleted & energised\nDenman North Stromlo Reach Stages 4 & 7\nFebruary 2025\nJacka 2 Stage 2 In design\nCompleted & energised June\nMacnamara Stage 1A, 1B & 1D\n2025\nCompleted & energised April\nMacnamara Stage 1C\n2025\nTarget energisation in March\nMacnamara Stage 1E & 1F\n2026\nMacnamara Stage 2 Part A Currently in EDP stage\nMacnamara Stage 2 Part B Currently in EDP stage\nCompleted & energised\nWhitlam Stage 3B\nFebruary 2025\nTarget energisation in February\nWhitlam Stages 4A1 & 4A2\n2026\nIn design with target", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "Greenfield Developments and their Energisation Status\nLocation Stage / detail Status / target energisation\nDenman North Stromlo Reach Stage 2 Target energisation April 2026\nDenman North Stromlo Reach Stage 3 Target energisation June 2026\nDenman North Stromlo Reach Stage 6A In design\nPNA completed with target\nDenman North Stromlo Reach Stages 6, 8, & 9\nenergisation May 2028\nCompleted & energised\nDenman North Stromlo Reach Stages 4 & 7\nFebruary 2025\nJacka 2 Stage 2 In design\nCompleted & energised June\nMacnamara Stage 1A, 1B & 1D\n2025\nCompleted & energised April\nMacnamara Stage 1C\n2025\nTarget energisation in March\nMacnamara Stage 1E & 1F\n2026\nMacnamara Stage 2 Part A Currently in EDP stage\nMacnamara Stage 2 Part B Currently in EDP stage\nCompleted & energised\nWhitlam Stage 3B\nFebruary 2025\nTarget energisation in February\nWhitlam Stages 4A1 & 4A2\n2026\nIn design with target", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 82]\n6.2.1 Secondary Assets - What Are SCADA provides essential remote monitoring\nThe Main Challenges? and control of electrical assets to Evoenergy’s\n24/7 Control Room, allowing the control team\nEvoenergy is regularly monitoring network maintain an overview of the network state and\nsecondary assets and assessing operational respond to electrical outages, load constraints\nrisks, compliance requirements, and future and power quality issues in real time.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 82]\n6.2.1 Secondary Assets - What Are SCADA provides essential remote monitoring\nThe Main Challenges? and control of electrical assets to Evoenergy’s\n24/7 Control Room, allowing the control team\nEvoenergy is regularly monitoring network maintain an overview of the network state and\nsecondary assets and assessing operational respond to electrical outages, load constraints\nrisks, compliance requirements, and future and power quality issues in real time.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[Page 5]\nTable of Contents\nForeword 9\nIntroducing Evoevergy 10\nPurpose of this Report 10\nExecutive Summary 11\nTransforming our Business for the Future 11\nWorking with Stakeholders on Solutions 21\nChapter Overview 22\nChapter 1: Stakeholder Engagement 23\n1.1 Engagement in Broad-Based Demand Management Programs 25\n1.2 Engagement in a Targeted Initiative 25\n1.3 Engagement in a Regulatory Investment Test 28\n1.4 General Feedback and Suggestions 30\nChapter 2: About Evoenergy 31\n2.1 Introduction 31\n2.2 Evoenergy’s Physical Environment 33\n2.3 Regulatory Environment 36\n2.4 Factors Impacting Future Network Development 37\nChapter 3: Asset Lifecycle Management 44\n3.1 Asset Management Approach and Components 44\n3.2 Network Planning Methodology 46\n3.3 Risk Based Probabilistic Planning 46\n3.4 Management of Existing Assets 48\n3.5 Maintenance Planning 49\n3.6 Annual Planning Report (This Document) 50", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[Page 5]\nTable of Contents\nForeword 9\nIntroducing Evoevergy 10\nPurpose of this Report 10\nExecutive Summary 11\nTransforming our Business for the Future 11\nWorking with Stakeholders on Solutions 21\nChapter Overview 22\nChapter 1: Stakeholder Engagement 23\n1.1 Engagement in Broad-Based Demand Management Programs 25\n1.2 Engagement in a Targeted Initiative 25\n1.3 Engagement in a Regulatory Investment Test 28\n1.4 General Feedback and Suggestions 30\nChapter 2: About Evoenergy 31\n2.1 Introduction 31\n2.2 Evoenergy’s Physical Environment 33\n2.3 Regulatory Environment 36\n2.4 Factors Impacting Future Network Development 37\nChapter 3: Asset Lifecycle Management 44\n3.1 Asset Management Approach and Components 44\n3.2 Network Planning Methodology 46\n3.3 Risk Based Probabilistic Planning 46\n3.4 Management of Existing Assets 48\n3.5 Maintenance Planning 49\n3.6 Annual Planning Report (This Document) 50", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "[Page 5]\n7.9 Constraints Requiring Detailed Technical Studies 131\n7.10 Regulatory Investment Test 132\nChapter 8: Demand Management 133\n8.1 Overview 133\n8.2 Demand Management Challenges 133\n8.3 Demand Management Initiatives 134\n8.4 Demand Management Future 135\nChapter 9: Future Ways Of Working 137\n9.1 Overview 137\n9.2 Project Converge 137\n9.3 Ginninderry Energy Pilot Project 138\n9.4 Tariff Trials 139\n9.5 Innovation Projects 140\nAppendix A: Glossary of Terms 143\nAppendix B: Network Physical Characteristics 145\nConfiguration Of The Evoenergy’s Network 145\nSystem Supply Security 146\nRatings Of Zone Substations And Transmission Lines 148\nAppendix C: The Regulatory Framework And Operating Environment 160\nIncentive Schemes 161\nAppendix D: Asset Management System Certification 164\nAppendix E: Demand Forecasts – Supplementary Information 165\nOverview 165", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "[Page 5]\n7.9 Constraints Requiring Detailed Technical Studies 131\n7.10 Regulatory Investment Test 132\nChapter 8: Demand Management 133\n8.1 Overview 133\n8.2 Demand Management Challenges 133\n8.3 Demand Management Initiatives 134\n8.4 Demand Management Future 135\nChapter 9: Future Ways Of Working 137\n9.1 Overview 137\n9.2 Project Converge 137\n9.3 Ginninderry Energy Pilot Project 138\n9.4 Tariff Trials 139\n9.5 Innovation Projects 140\nAppendix A: Glossary of Terms 143\nAppendix B: Network Physical Characteristics 145\nConfiguration Of The Evoenergy’s Network 145\nSystem Supply Security 146\nRatings Of Zone Substations And Transmission Lines 148\nAppendix C: The Regulatory Framework And Operating Environment 160\nIncentive Schemes 161\nAppendix D: Asset Management System Certification 164\nAppendix E: Demand Forecasts – Supplementary Information 165\nOverview 165", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "Delivered in works related to Programs 5.1, 6, 8, • Physical Privileged Access Workstation –\nand 9. establishment of dedicated workstations\ndesigned to only access the Protected\n6.3.7 Program Of Work\nNetwork Overlay with no access to\nManagement corporate network.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "Delivered in works related to Programs 5.1, 6, 8, • Physical Privileged Access Workstation –\nand 9. establishment of dedicated workstations\ndesigned to only access the Protected\n6.3.7 Program Of Work\nNetwork Overlay with no access to\nManagement corporate network.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public 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"https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF", "file": "other-pdfs/Annual-Planning-Report-2025.pdf", "bytes": 26759554, "link_text": "Evoenergy Annual Planning Report 2025" }, { "category": "other-pdfs", "year": "2024", "url": "https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841", "file": "other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf", "bytes": 9331443, "link_text": "Annual Planning Report 2024" }, { "category": "other-pdfs", "year": "2023", "url": "https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E", "file": 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