{ "entity_id": "B-003895", "folder": "Snowy-Hydro-Trading-Pty-Ltd", "name": "Snowy Hydro Trading Pty Ltd", "type": "Government Subsidiary", "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": false, "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": 3, "n_kpi_results": 3, "n_outcomes": 2, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To power Australia’s sustainable future [AR p. 9]", "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 power Australia’s sustainable future [AR p. 9]", "source_url": "", "source_page": 9, "source_deep_url": "" }, "vision": null, "strategic_priorities": [ { "title": "Enable the renewable energy transition", "description": "Enable the renewable energy transition", "source_url": "", "source_page": 11, "source_deep_url": "" }, { "title": "Deliver reliability and energy security", "description": "Deliver reliability and energy security", "source_url": "", "source_page": 11, "source_deep_url": "" }, { "title": "Promote market competition", "description": "Promote market competition", "source_url": "", "source_page": 11, "source_deep_url": "" }, { "title": "Develop responsible environmental and community outcomes", "description": "Develop responsible environmental and community outcomes", "source_url": "", "source_page": 11, "source_deep_url": "" }, { "title": "Develop and engage our people", "description": "Develop and engage our people", "source_url": "", "source_page": 11, "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": "Outcome 1: 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. We will also support our customers through the transition, while looking for ways to reduce our own emissions [AR p. 12]", "activities": [ "Empowering our people to always put safety first", "Operating and maintaining parts of Kosciuszko National Park and other natural resources", "Meeting important environmental regulations" ], "source_url": "", "source_page": 12, "source_deep_url": "" }, { "name": "Outcome 2: 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 [AR p. 13]", "activities": [ "Offering accredited renewable energy options", "Managing supporting assets responsibly in a changing climate", "Strategically managing our assets to maintain the grid’s efficiency and reliability" ], "source_url": "", "source_page": 13, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Cumulative capacity of Snowy 2.0", "target": "2,200 MW", "latest_result": "On track", "status": "Achieved", "target_source_url": "", "target_source_page": 14, "result_source_url": "https://www.snowyhydro.com.au/wp-content/uploads/2026/02/Snowy-Hydro-Annual-Report-2024-25.pdf", "result_source_page": 14 }, { "code": "CCE02", "measure": "Energy storage capacity of Snowy 2.0", "target": "350 GWh", "latest_result": "On track", "status": "Achieved", "target_source_url": "", "target_source_page": 14, "result_source_url": "https://www.snowyhydro.com.au/wp-content/uploads/2026/02/Snowy-Hydro-Annual-Report-2024-25.pdf", "result_source_page": 14 }, { "code": "CCE03", "measure": "Wind and solar capacity enabled by Snowy 2.0", "target": "6,600 MW", "latest_result": "On track", "status": "Achieved", "target_source_url": "", "target_source_page": 14, "result_source_url": "https://www.snowyhydro.com.au/wp-content/uploads/2026/02/Snowy-Hydro-Annual-Report-2024-25.pdf", "result_source_page": 14 } ], "document_alignment_terms": { "must_support": [ "To power Australia’s sustainable future [AR p. 9]", "Enable the renewable energy transition", "Deliver reliability and energy security", "Promote market competition", "Develop responsible environmental and community outcomes", "Develop and engage our people" ], "watch_terms": [ "Cumulative capacity of Snowy 2.0", "Energy storage capacity of Snowy 2.0", "Wind and solar capacity enabled by Snowy 2.0" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "To power Australia’s sustainable future [AR p. 9]", "purposes_source_page": 9, "how_we_deliver": "Our strategy is built on five core elements that respond to our Statement of Expectations and optimise our approach to delivering value for our shareholder, customers, other stakeholders and ultimately, for Australia [AR p. 11]", "how_we_deliver_source_page": 11, "government_priorities": [ { "text": "Enable the renewable energy transition", "source_page": 11 }, { "text": "Deliver reliability and energy security", "source_page": 11 }, { "text": "Promote market competition", "source_page": 11 }, { "text": "Develop responsible environmental and community outcomes", "source_page": 11 }, { "text": "Develop and engage our people", "source_page": 11 } ], "outcomes": [ { "name": "Outcome 1: 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. We will also support our customers through the transition, while looking for ways to reduce our own emissions [AR p. 12]", "key_activities": [ "Empowering our people to always put safety first", "Operating and maintaining parts of Kosciuszko National Park and other natural resources", "Meeting important environmental regulations" ], "source_page": 12 }, { "name": "Outcome 2: 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 [AR p. 13]", "key_activities": [ "Offering accredited renewable energy options", "Managing supporting assets responsibly in a changing climate", "Strategically managing our assets to maintain the grid’s efficiency and reliability" ], "source_page": 13 } ], "values": [ "Safety", "Teamwork", "Ownership", "Agility", "Decency", "Courage" ], "values_framework_name": "APS Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Cumulative capacity of Snowy 2.0", "target": "2,200 MW", "source_page": 14 }, { "code": "CCE02", "measure": "Energy storage capacity of Snowy 2.0", "target": "350 GWh", "source_page": 14 }, { "code": "CCE03", "measure": "Wind and solar capacity enabled by Snowy 2.0", "target": "6,600 MW", "source_page": 14 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Cumulative capacity of Snowy 2.0", "result": "On track", "status": "Achieved", "source_page": 14 }, { "code": "CCE02", "measure": "Energy storage capacity of Snowy 2.0", "result": "On track", "status": "Achieved", "source_page": 14 }, { "code": "CCE03", "measure": "Wind and solar capacity enabled by Snowy 2.0", "result": "On track", "status": "Achieved", "source_page": 14 } ], "_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": "B-003895", "entity_name": "Snowy Hydro Trading Pty Ltd", "folder_name": "Snowy-Hydro-Trading-Pty-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": "B-003895", "entity_name": "Snowy Hydro Trading Pty Ltd", "folder_name": "Snowy-Hydro-Trading-Pty-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": "B-003895", "entity_name": "Snowy Hydro Trading Pty Ltd", "folder_name": "Snowy-Hydro-Trading-Pty-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": "B-003895", "entity_name": "Snowy Hydro Trading Pty Ltd", "folder_name": "Snowy-Hydro-Trading-Pty-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": "B-003895", "entity_name": "Snowy Hydro Trading Pty Ltd", "folder_name": "Snowy-Hydro-Trading-Pty-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": "B-003895", "entity_name": "Snowy Hydro Trading Pty Ltd", "folder_name": "Snowy-Hydro-Trading-Pty-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": "B-003895", "entity_name": "Snowy Hydro Trading Pty Ltd", "folder_name": "Snowy-Hydro-Trading-Pty-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": "B-003895", "entity_name": "Snowy Hydro Trading Pty Ltd", "folder_name": "Snowy-Hydro-Trading-Pty-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": "B-003895", "entity_name": "Snowy Hydro Trading Pty Ltd", "folder_name": "Snowy-Hydro-Trading-Pty-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": "B-003895", "entity_name": "Snowy Hydro Trading Pty Ltd", "folder_name": "Snowy-Hydro-Trading-Pty-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 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