{ "entity_id": "O-005009", "folder": "Snowy-Hydro-Ltd", "name": "Snowy Hydro Ltd", "type": "Commonwealth Company", "jurisdiction": "Commonwealth", "portfolio": "Climate Change, Energy, the Environment and Water", "website": "https://www.snowyhydro.com.au/", "data_status": "rich", "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": 15, "n_kpi_targets": 2, "n_kpi_results": 2, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To support Australia’s transition to a cleaner energy system, by operating our existing power stations and by expanding pumped hydro in the Snowy Mountains Hydroelectric Scheme (Snowy Scheme) through Snowy 2.0.", "official_site_url": "https://www.snowyhydro.com.au/", "source_documents": [ { "type": "annual_report", "title": "2024-2025", "url": "https://www.snowyhydro.com.au/wp-content/uploads/2026/02/Snowy-Hydro-Annual-Report-2024-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "2023-2024", "url": "https://www.snowyhydro.com.au/wp-content/uploads/2024/10/SnowyHydro-Annual-Report-2023-24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "2022-2023", "url": "https://www.snowyhydro.com.au/wp-content/uploads/2024/03/Annual-Report-2023_Final_DIGITAL-ONLY.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "2021 Dam Safety Annual Report Attestation", "url": "https://www.snowyhydro.com.au/wp-content/uploads/2022/05/2021_Dam_Safety_Annual_Reports.pdf", "period": "2022", "confidence": "high" }, { "type": "annual_report", "title": "2021-2022", "url": "https://www.snowyhydro.com.au/wp-content/uploads/2022/10/Annual-report-2022_web-1.pdf", "period": "2021-22", "confidence": "high" }, { "type": "strategie", "title": "Upper Murrumbidgee Drought Operating Framework Weekly Report", "url": "https://www.snowyhydro.com.au/wp-content/uploads/pdfs/watrel/upper-murrumbidgee-dof-weekly-report.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "HEZ Annual Monitoring Data 2022", "url": "https://www.snowyhydro.com.au/wp-content/uploads/2022/11/HEZ-Annual-Emissions-Monitoring-2022.pdf", "period": "2022", "confidence": "medium" }, { "type": "strategie", "title": "HEZ Annual Monitoring Data 2023", "url": "https://www.snowyhydro.com.au/wp-content/uploads/2023/07/HEZ-Annual-Emissions-Monitoring-2023.pdf", "period": "2023", "confidence": "medium" }, { "type": "strategie", "title": "HEZ Annual Monitoring Data 2024", "url": "https://www.snowyhydro.com.au/wp-content/uploads/2024/07/HEZ-Annual-Emissions-Monitoring-2024.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "HEZ Annual Monitoring Data 2025", "url": "https://www.snowyhydro.com.au/wp-content/uploads/2025/06/HEZ-Annual-Emissions-Monitoring-2025.pdf", "period": "2025", "confidence": "medium" } ], "purpose": { "text": "To support Australia’s transition to a cleaner energy system, by operating our existing power stations and by expanding pumped hydro in the Snowy Mountains Hydroelectric Scheme (Snowy Scheme) through Snowy 2.0.", "source_url": "", "source_page": 6, "source_deep_url": "" }, "vision": { "text": "To power Australia's sustainable future", "source_url": "", "source_page": null, "source_deep_url": "" }, "strategic_priorities": [ { "title": "Empowering our people to always put safety first", "description": "Empowering our people to always put safety first", "source_url": "", "source_page": 9, "source_deep_url": "" }, { "title": "Operating and maintaining parts of Kosciuszko National Park and other natural resources", "description": "Operating and maintaining parts of Kosciuszko National Park and other natural resources", "source_url": "", "source_page": 9, "source_deep_url": "" }, { "title": "Developing our people to support our capability and future of renewable energy", "description": "Developing our people to support our capability and future of renewable energy", "source_url": "", "source_page": 9, "source_deep_url": "" }, { "title": "Making Snowy a great place to work", "description": "Making Snowy a great place to work", "source_url": "", "source_page": 9, "source_deep_url": "" }, { "title": "Improving diversity and inclusion outcomes to maximise workforce participation", "description": "Improving diversity and inclusion outcomes to maximise workforce participation", "source_url": "", "source_page": 9, "source_deep_url": "" } ], "values": [ { "name": "Safety", "description": "", "source_url": "", "source_page": null }, { "name": "Teamwork", "description": "", "source_url": "", "source_page": null }, { "name": "Ownership", "description": "", "source_url": "", "source_page": null }, { "name": "Agility", "description": "", "source_url": "", "source_page": null }, { "name": "Decency", "description": "", "source_url": "", "source_page": null }, { "name": "Courage", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Energy transition & climate change", "description": "Help Australia act on climate change by providing the electricity storage and on-demand power needed to support more renewable wind and solar energy coming online.", "activities": [ "Developing Snowy 2.0", "Partnering with wind and solar projects" ], "source_url": "", "source_page": 12, "source_deep_url": "" }, { "name": "Customer experience", "description": "Build long-term partnerships with our customers and earn their trust by offering a diverse range of energy products, including renewable electricity, backed by exceptional and industry-leading customer service.", "activities": [ "Offering accredited renewable energy options", "Managing supporting assets responsibly" ], "source_url": "", "source_page": 13, "source_deep_url": "" }, { "name": "Energy affordability", "description": "Do everything we can to help reduce pressure on the cost of electricity by responsibly participating in wholesale and retail energy markets, including by offering fair and responsible pricing.", "activities": [ "Enabling competition in energy markets", "Offering fair and responsible pricing" ], "source_url": "", "source_page": 12, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Energy storage capacity", "target": "350 GWh", "latest_result": "220 GWh", "status": "Partially achieved", "target_source_url": "", "target_source_page": 11, "result_source_url": "https://www.snowyhydro.com.au/wp-content/uploads/2026/02/Snowy-Hydro-Annual-Report-2024-25.pdf", "result_source_page": 34 }, { "code": "CCE02", "measure": "Wind and solar capacity enabled", "target": "6,600 MW", "latest_result": "4,500 MW", "status": "Partially achieved", "target_source_url": "", "target_source_page": 11, "result_source_url": "https://www.snowyhydro.com.au/wp-content/uploads/2026/02/Snowy-Hydro-Annual-Report-2024-25.pdf", "result_source_page": 34 } ], "document_alignment_terms": { "must_support": [ "To support Australia’s transition to a cleaner energy system, by operating our existing power stations and by expanding pumped hydro in the Snowy Mountains Hydroelectric Scheme (Sn", "To power Australia's sustainable future", "Empowering our people to always put safety first", "Operating and maintaining parts of Kosciuszko National Park and other natural resources", "Developing our people to support our capability and future of renewable energy", "Making Snowy a great place to work", "Improving diversity and inclusion outcomes to maximise workforce participation" ], "watch_terms": [ "Energy storage capacity", "Wind and solar capacity enabled" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "To power Australia's sustainable future", "vision_source_page": null, "purposes": "To support Australia’s transition to a cleaner energy system, by operating our existing power stations and by expanding pumped hydro in the Snowy Mountains Hydroelectric Scheme (Snowy Scheme) through Snowy 2.0.", "purposes_source_page": 6, "how_we_deliver": "By operating our existing power stations and by expanding pumped hydro in the Snowy Mountains Hydroelectric Scheme (Snowy Scheme) through Snowy 2.0.", "how_we_deliver_source_page": 6, "government_priorities": [ { "text": "Empowering our people to always put safety first", "source_page": 9 }, { "text": "Operating and maintaining parts of Kosciuszko National Park and other natural resources", "source_page": 9 }, { "text": "Developing our people to support our capability and future of renewable energy", "source_page": 9 }, { "text": "Making Snowy a great place to work", "source_page": 9 }, { "text": "Improving diversity and inclusion outcomes to maximise workforce participation", "source_page": 9 } ], "outcomes": [ { "name": "Energy transition & climate change", "description": "Help Australia act on climate change by providing the electricity storage and on-demand power needed to support more renewable wind and solar energy coming online.", "key_activities": [ "Developing Snowy 2.0", "Partnering with wind and solar projects" ], "source_page": 12 }, { "name": "Customer experience", "description": "Build long-term partnerships with our customers and earn their trust by offering a diverse range of energy products, including renewable electricity, backed by exceptional and industry-leading customer service.", "key_activities": [ "Offering accredited renewable energy options", "Managing supporting assets responsibly" ], "source_page": 13 }, { "name": "Energy affordability", "description": "Do everything we can to help reduce pressure on the cost of electricity by responsibly participating in wholesale and retail energy markets, including by offering fair and responsible pricing.", "key_activities": [ "Enabling competition in energy markets", "Offering fair and responsible pricing" ], "source_page": 12 } ], "values": [ "Safety", "Teamwork", "Ownership", "Agility", "Decency", "Courage" ], "values_framework_name": "APS Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Energy storage capacity", "target": "350 GWh", "source_page": 11 }, { "code": "CCE02", "measure": "Wind and solar capacity enabled", "target": "6,600 MW", "source_page": 11 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Energy storage capacity", "result": "220 GWh", "status": "Partially achieved", "source_page": 34 }, { "code": "CCE02", "measure": "Wind and solar capacity enabled", "result": "4,500 MW", "status": "Partially achieved", "source_page": 34 } ], "_source_urls": { "annual_report_url": "https://www.snowyhydro.com.au/wp-content/uploads/2026/02/Snowy-Hydro-Annual-Report-2024-25.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "O-005009", "entity_name": "Snowy Hydro Ltd", "folder_name": "Snowy-Hydro-Ltd", "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": "At Risk • Annual performance-based remuneration aligned to • Annual performance-based remuneration aligned to\nVariable the strategic priorities of the Group, individual areas of the strategic priorities of the Group, individual areas of\nRemuneration accountability and corporate values: accountability and corporate values:\n1 (VR1) o 90% Group Balanced Scorecard (quantitative); o 90% Group Balanced Scorecard (quantitative); and\no 10% Individual Key Performance Indicators (KPIs) o 10% Individual Key Performance Indicators (KPIs)\n(qualitative). (qualitative).\n• VR1 is subject to the Safety KPI condition. • VR1 is subject to the Safety KPI condition and malus/\n• VR1 is dependent on achieving performance scorecard clawback terms.\nmeasures over and above threshold performance set • VR1 is dependent on achieving performance scorecard\nby the Board and aligned to the Corporate Plan.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2022-23.pdf (https://www.snowyhydro.com.au/wp-content/uploads/2024/03/Annual-Report-2023_Final_DIGITAL-ONLY.pdf)", "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": "O-005009", "entity_name": "Snowy Hydro Ltd", "folder_name": "Snowy-Hydro-Ltd", "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": "At Risk • Annual performance-based remuneration aligned to • Annual performance-based remuneration aligned to\nVariable the strategic priorities of the Group, individual areas of the strategic priorities of the Group, individual areas of\nRemuneration accountability and corporate values: accountability and corporate values:\n1 (VR1) o 90% Group Balanced Scorecard (quantitative); o 90% Group Balanced Scorecard (quantitative); and\no 10% Individual Key Performance Indicators (KPIs) o 10% Individual Key Performance Indicators (KPIs)\n(qualitative). (qualitative).\n• VR1 is subject to the Safety KPI condition. • VR1 is subject to the Safety KPI condition and malus/\n• VR1 is dependent on achieving performance scorecard clawback terms.\nmeasures over and above threshold performance set • VR1 is dependent on achieving performance scorecard\nby the Board and aligned to the Corporate Plan.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2022-23.pdf (https://www.snowyhydro.com.au/wp-content/uploads/2024/03/Annual-Report-2023_Final_DIGITAL-ONLY.pdf)", "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": "O-005009", "entity_name": "Snowy Hydro Ltd", "folder_name": "Snowy-Hydro-Ltd", "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 135]\nSnowy Hydro FY25 Annual Report\nPGPA Rule Reference Description Location Pages\nDescription\n28E(oa) Information about executive remuneration Remuneration Report 60-69\n28E(ob) The following information about the audit committee for the company:\n(a) a direct electronic address of the charter determining the functions of the audit committee; (a) Corporate 53\n(b) the name of each member of the audit committee; Governance Statement\n(b)–(d) Directors’ Report 41-45\n(c) the qualifications, knowledge, skills or experience of each member of the audit committee;\n(d) information about each member’s attendance at meetings of the audit committee;\n(e) the remuneration of each member of the audit committee\n(e) Remuneration Report 60-69\n28F Disclosure requirements for government business enterprises", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024-25.pdf (https://www.snowyhydro.com.au/wp-content/uploads/2026/02/Snowy-Hydro-Annual-Report-2024-25.pdf)", "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": "O-005009", "entity_name": "Snowy Hydro Ltd", "folder_name": "Snowy-Hydro-Ltd", "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 135]\nSnowy Hydro FY25 Annual Report\nPGPA Rule Reference Description Location Pages\nDescription\n28E(oa) Information about executive remuneration Remuneration Report 60-69\n28E(ob) The following information about the audit committee for the company:\n(a) a direct electronic address of the charter determining the functions of the audit committee; (a) Corporate 53\n(b) the name of each member of the audit committee; Governance Statement\n(b)–(d) Directors’ Report 41-45\n(c) the qualifications, knowledge, skills or experience of each member of the audit committee;\n(d) information about each member’s attendance at meetings of the audit committee;\n(e) the remuneration of each member of the audit committee\n(e) Remuneration Report 60-69\n28F Disclosure requirements for government business enterprises", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2024-25.pdf (https://www.snowyhydro.com.au/wp-content/uploads/2026/02/Snowy-Hydro-Annual-Report-2024-25.pdf)", "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": "O-005009", "entity_name": "Snowy Hydro Ltd", "folder_name": "Snowy-Hydro-Ltd", "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": "The Property, Plant and Equipment;\ncomplexity of these judgements is increased due to the ● assessed the reasonableness of costs capitalised\nnumber of contractual obligations, construction during the period by:\nmilestones and timing involved in delivery of Snowy 2.0. ● testing, on a sample basis, capitalised costs to\ndetermine whether they were in accordance\nFor the year ended 30 June 2022 the Group reported\nwith the Group’s accounting policy;\ntotal construction in progress of $3 358.3 million.\n● making inquiries of the Group to understand\nthe status of the project, performance against\nbudget and the progress of construction at 30\nJune 2021, including corroboration to project\nreporting prepared by construction delivery\npartners;\n● tested variations to original forecast construction\ncosts by obtaining a sample of corroborating\nevidence including correspondence with delivery\npartners; and", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2021-22.pdf (https://www.snowyhydro.com.au/wp-content/uploads/2022/10/Annual-report-2022_web-1.pdf)", "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": "O-005009", "entity_name": "Snowy Hydro Ltd", "folder_name": "Snowy-Hydro-Ltd", "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": "The Property, Plant and Equipment;\ncomplexity of these judgements is increased due to the ● assessed the reasonableness of costs capitalised\nnumber of contractual obligations, construction during the period by:\nmilestones and timing involved in delivery of Snowy 2.0. ● testing, on a sample basis, capitalised costs to\ndetermine whether they were in accordance\nFor the year ended 30 June 2022 the Group reported\nwith the Group’s accounting policy;\ntotal construction in progress of $3 358.3 million.\n● making inquiries of the Group to understand\nthe status of the project, performance against\nbudget and the progress of construction at 30\nJune 2021, including corroboration to project\nreporting prepared by construction delivery\npartners;\n● tested variations to original forecast construction\ncosts by obtaining a sample of corroborating\nevidence including correspondence with delivery\npartners; and", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2021-22.pdf (https://www.snowyhydro.com.au/wp-content/uploads/2022/10/Annual-report-2022_web-1.pdf)", "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": "O-005009", "entity_name": "Snowy Hydro Ltd", "folder_name": "Snowy-Hydro-Ltd", "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": "Performance Area Target Result\nStaff and safety\nFatalities (number of employees and supervised contractors) 0 0\nFatalities – Snowy 2.0 Project (contractor) and HPP (contractor) 0 0\nTotal reportable injury frequency rate (TRIFR) (number per million hours worked; <2.4 2.7\nemployees and supervised contractors)\nStaff satisfaction (percentage of employees very/extremely satisfied as Top quartile Second quartile\ndetermined by survey) of Global of Global\nBenchmark Benchmark\nIndex Index\nRetail customer experience\nNet Promoter Score (percentage of promoters minus percentage of detractors) Industry Industry\nLeading Leading\nCustomer satisfaction (percentage customers very or quite satisfied) Industry Industry\nLeading Leading\nRegulatory compliance\nOmbudsman complaints (number of complaints per mass market customer) Below industry Below industry\naverage average", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2023-24.pdf (https://www.snowyhydro.com.au/wp-content/uploads/2024/10/SnowyHydro-Annual-Report-2023-24.pdf)", "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": "O-005009", "entity_name": "Snowy Hydro Ltd", "folder_name": "Snowy-Hydro-Ltd", "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": "Performance Area Target Result\nStaff and safety\nFatalities (number of employees and supervised contractors) 0 0\nFatalities – Snowy 2.0 Project (contractor) and HPP (contractor) 0 0\nTotal reportable injury frequency rate (TRIFR) (number per million hours worked; <2.4 2.7\nemployees and supervised contractors)\nStaff satisfaction (percentage of employees very/extremely satisfied as Top quartile Second quartile\ndetermined by survey) of Global of Global\nBenchmark Benchmark\nIndex Index\nRetail customer experience\nNet Promoter Score (percentage of promoters minus percentage of detractors) Industry Industry\nLeading Leading\nCustomer satisfaction (percentage customers very or quite satisfied) Industry Industry\nLeading Leading\nRegulatory compliance\nOmbudsman complaints (number of complaints per mass market customer) Below industry Below industry\naverage average", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2023-24.pdf (https://www.snowyhydro.com.au/wp-content/uploads/2024/10/SnowyHydro-Annual-Report-2023-24.pdf)", "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": "O-005009", "entity_name": "Snowy Hydro Ltd", "folder_name": "Snowy-Hydro-Ltd", "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": "This included: assessing whether\nobservable market data for some contracts that observable market data had been considered\nhave been entered into by the Group as comparable by the Group to the extent it was available;\ncontracts and market data are not readily available. understanding the Group’s process for\nIn these cases the inputs are based on unobservable developing estimates of future price and\ndata as estimated and prepared by the Group; market assumptions relevant to contracts; and\n● the arithmetical complexity of the valuation models considering the sensitivity of valuations by\ndeveloped by the Group to account for these adjusting key inputs to other outcomes that\ninstruments; and may be reasonably foreseeable to assess the\n● the level of complexity related to the preparation reasonableness of the valuation range.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2021-22.pdf (https://www.snowyhydro.com.au/wp-content/uploads/2022/10/Annual-report-2022_web-1.pdf)", "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": "O-005009", "entity_name": "Snowy Hydro Ltd", "folder_name": "Snowy-Hydro-Ltd", "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": "This included: assessing whether\nobservable market data for some contracts that observable market data had been considered\nhave been entered into by the Group as comparable by the Group to the extent it was available;\ncontracts and market data are not readily available. understanding the Group’s process for\nIn these cases the inputs are based on unobservable developing estimates of future price and\ndata as estimated and prepared by the Group; market assumptions relevant to contracts; and\n● the arithmetical complexity of the valuation models considering the sensitivity of valuations by\ndeveloped by the Group to account for these adjusting key inputs to other outcomes that\ninstruments; and may be reasonably foreseeable to assess the\n● the level of complexity related to the preparation reasonableness of the valuation range.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2021-22.pdf (https://www.snowyhydro.com.au/wp-content/uploads/2022/10/Annual-report-2022_web-1.pdf)", "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 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