{ "entity_id": "TAS-TasNetworks", "folder": "TasNetworks", "name": "TasNetworks", "type": "Government-Owned Corporation", "jurisdiction": "TAS", "portfolio": "Energy", "website": "https://www.tasnetworks.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": 14, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 4, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "TasNetworks is committed to providing safe, affordable and reliable electricity while helping Australia transition to cleaner energy sources. [AR p.4]", "official_site_url": "https://www.tasnetworks.com.au/", "source_documents": [ { "type": "annual_report", "title": "TasNetworks Annual Report 2024-25", "url": "https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "TasNetworks Annual Report 2023-24", "url": "https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "TasNetworks Annual Report 2022-23", "url": "https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "TasNetworks Annual Report 2022 release.pdf", "url": "https://www.tasnetworks.com.au/config/getattachment/23bb4100-c385-4a87-9722-4082a399b7cd/TasNetworks-Annual-Report-2022-release.pdf", "period": "2022", "confidence": "high" }, { "type": "annual_report", "title": "TasNetworks Annual Report 2021-22", "url": "https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf", "period": "2021-22", "confidence": "high" }, { "type": "strategie", "title": "Launch of TasNetworks Innovate Reconciliation Action Plan (RAP)", "url": "https://www.tasnetworks.com.au/config/getattachment/f06a9b62-f520-417d-9c59-81115541663b/Launch-of-TasNetworks-Innovate-RAP-April-2024.pdf", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "TasNetworks Launches Reconciliation Action Plan", "url": "https://www.tasnetworks.com.au/config/getattachment/97b19ecd-bd84-406a-a994-4224af2be207/TasNetworks-Launches-Reconciliation-Action-Plan.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Tasmanian Energy Strategy and Bell Bay Aluminium", "url": "https://www.tasnetworks.com.au/config/getattachment/c965ef20-1933-4557-89fc-0efab1c541ff/Tasmanian-Energy-Strategy-and-Bell-Bay-Aluminium.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "TasNetworks welcomes draft Tasmanian Energy Strategy", "url": "https://www.tasnetworks.com.au/config/getattachment/4c7e8933-0c39-4a6a-b8ff-a5512d744137/TasNetworks-welcomes-draft-Tasmanian-Energy-Strategy.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "TasNetworks is committed to providing safe, affordable and reliable electricity while helping Australia transition to cleaner energy sources. [AR p.4]", "source_url": "", "source_page": 4, "source_deep_url": "" }, "vision": { "text": "Powering a Bright Future to deliver safe and sustainable essential services for all of Tasmania. [AR p.4]", "source_url": "", "source_page": 4, "source_deep_url": "" }, "strategic_priorities": [ { "title": "Understand and respond to our customers and communities", "description": "Understand and respond to our customers and communities", "source_url": "", "source_page": 12, "source_deep_url": "" }, { "title": "Deliver operational excellence", "description": "Deliver operational excellence", "source_url": "", "source_page": 12, "source_deep_url": "" }, { "title": "Innovate in a targeted way", "description": "Innovate in a targeted way", "source_url": "", "source_page": 12, "source_deep_url": "" } ], "values": [ { "name": "Safety", "description": "", "source_url": "", "source_page": null }, { "name": "Reliability", "description": "", "source_url": "", "source_page": null }, { "name": "Affordability", "description": "", "source_url": "", "source_page": null }, { "name": "Innovation", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Enhance the safety and wellbeing of our people", "description": "We understand our services are critical and need to be reliable, and we recognise our role to create value for Tasmania. We have metrics focused on the physical, psychological, and environmental wellbeing of these stakeholders. [AR p.13]", "activities": [ "Maintaining and replacing network infrastructure", "Investing in the network to support capacity growth", "Serving as Tasmanian jurisdictional planner in the National Electricity Market (NEM)" ], "source_url": "", "source_page": 13, "source_deep_url": "" }, { "name": "Supply reliable essential services", "description": "We do not compromise the safety and wellbeing of our people, our customers, and our communities. We have an opportunity to proactively drive reliability and sustainability for the Tasmanian community. [AR p.13]", "activities": [ "Connecting new customers to the network", "Investing in the network to support capacity growth", "Serving as Tasmanian jurisdictional planner in the National Electricity Market (NEM)" ], "source_url": "", "source_page": 13, "source_deep_url": "" }, { "name": "Provide a sustainable financial return", "description": "We seek to balance affordable prices for customers and provide sustainable profits to our owner, the State of Tasmania. We are focused on the efficiency of our operations, so our profits can be reinvested to benefit the Tasmanian community. [AR p.13]", "activities": [ "Delivering value for our customers", "Meeting their expectations in every action we take" ], "source_url": "", "source_page": 13, "source_deep_url": "" }, { "name": "Deliver value for our customers", "description": "We strive to deliver value for our customers and meet their expectations in every action we take. Our focus is on the quality of customers’ and other stakeholders’ experiences with us and how we performance against their needs and expectations. [AR p.13]", "activities": [ "Balancing affordable prices for customers", "Providing sustainable profits to our owner" ], "source_url": "", "source_page": 13, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Customer satisfaction rating", "target": "8/10", "latest_result": "7.5/10", "status": "Partially achieved", "target_source_url": "", "target_source_page": 12, "result_source_url": "https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf", "result_source_page": 10 }, { "code": "NWTD01", "measure": "Completion of North West Transmission Developments Stage 1", "target": "Construction projected to start in 2026", "latest_result": "Construction projected to start in 2026", "status": "Not achieved", "target_source_url": "", "target_source_page": 25, "result_source_url": "https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf", "result_source_page": 25 }, { "code": "WADA01", "measure": "Completion of Waddamana to Palmerston transfer capability upgrade", "target": "Project under assessment", "latest_result": "Project under assessment", "status": "Not achieved", "target_source_url": "", "target_source_page": 29, "result_source_url": "https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf", "result_source_page": 29 } ], "document_alignment_terms": { "must_support": [ "TasNetworks is committed to providing safe, affordable and reliable electricity while helping Australia transition to cleaner energy sources. [AR p.4]", "Powering a Bright Future to deliver safe and sustainable essential services for all of Tasmania. [AR p.4]", "Understand and respond to our customers and communities", "Deliver operational excellence", "Innovate in a targeted way" ], "watch_terms": [ "Customer satisfaction rating", "Completion of North West Transmission Developments Stage 1", "Completion of Waddamana to Palmerston transfer capability upgrade" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "global_initiatives": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "Powering a Bright Future to deliver safe and sustainable essential services for all of Tasmania. [AR p.4]", "vision_source_page": 4, "purposes": "TasNetworks is committed to providing safe, affordable and reliable electricity while helping Australia transition to cleaner energy sources. [AR p.4]", "purposes_source_page": 4, "how_we_deliver": "Our field-based team members are located at four major resource centres in Cambridge, Rocherlea, Devonport, and Burnie, and at sub-stations and regional depots across the state. Our training centre is in Mornington, and we have administrative offices in Lenah Valley and Rocherlea. [AR p.4]", "how_we_deliver_source_page": 4, "government_priorities": [ { "text": "Understand and respond to our customers and communities", "source_page": 12 }, { "text": "Deliver operational excellence", "source_page": 12 }, { "text": "Innovate in a targeted way", "source_page": 12 } ], "outcomes": [ { "name": "Enhance the safety and wellbeing of our people", "description": "We understand our services are critical and need to be reliable, and we recognise our role to create value for Tasmania. We have metrics focused on the physical, psychological, and environmental wellbeing of these stakeholders. [AR p.13]", "key_activities": [ "Maintaining and replacing network infrastructure", "Investing in the network to support capacity growth", "Serving as Tasmanian jurisdictional planner in the National Electricity Market (NEM)" ], "source_page": 13 }, { "name": "Supply reliable essential services", "description": "We do not compromise the safety and wellbeing of our people, our customers, and our communities. We have an opportunity to proactively drive reliability and sustainability for the Tasmanian community. [AR p.13]", "key_activities": [ "Connecting new customers to the network", "Investing in the network to support capacity growth", "Serving as Tasmanian jurisdictional planner in the National Electricity Market (NEM)" ], "source_page": 13 }, { "name": "Provide a sustainable financial return", "description": "We seek to balance affordable prices for customers and provide sustainable profits to our owner, the State of Tasmania. We are focused on the efficiency of our operations, so our profits can be reinvested to benefit the Tasmanian community. [AR p.13]", "key_activities": [ "Delivering value for our customers", "Meeting their expectations in every action we take" ], "source_page": 13 }, { "name": "Deliver value for our customers", "description": "We strive to deliver value for our customers and meet their expectations in every action we take. Our focus is on the quality of customers’ and other stakeholders’ experiences with us and how we performance against their needs and expectations. [AR p.13]", "key_activities": [ "Balancing affordable prices for customers", "Providing sustainable profits to our owner" ], "source_page": 13 } ], "values": [ "Safety", "Reliability", "Affordability", "Innovation" ], "values_framework_name": "None", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Customer satisfaction rating", "target": "8/10", "source_page": 12 }, { "code": "NWTD01", "measure": "Completion of North West Transmission Developments Stage 1", "target": "Construction projected to start in 2026", "source_page": 25 }, { "code": "WADA01", "measure": "Completion of Waddamana to Palmerston transfer capability upgrade", "target": "Project under assessment", "source_page": 29 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Customer satisfaction rating", "result": "7.5/10", "status": "Partially achieved", "source_page": 10 }, { "code": "NWTD01", "measure": "Completion of North West Transmission Developments Stage 1", "result": "Construction projected to start in 2026", "status": "Not achieved", "source_page": 25 }, { "code": "WADA01", "measure": "Completion of Waddamana to Palmerston transfer capability upgrade", "result": "Project under assessment", "status": "Not achieved", "source_page": 29 } ], "_source_urls": { "annual_report_url": "https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "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": "Revenue 2023 2022\nNote $’000 $’000\n(a) Revenue from contracts with customers\nProvision of regulated distribution services* 285,636 281,876\nProvision of regulated transmission services* 168,410 160,058\nProvision of other non-regulated services 28,529 27,233\nCustomer contributions 19,164 21,338\n501,740 490,505\n(b) Other revenue\nRent and lease income 1,977 1,862\nInterest received 294 20\nGrants received – Project Marinus A1 7,298 12,117\nOther grants and subsidies 1,252 2,410\nGain on disposal of property, plant and equipment 1,281 2,817\nOther revenue A1 2,965 3,598\n15,067 22,824\nTotal revenue 516,807 513,329\nRevenue from contracts with customers by\ntiming of revenue\nServices transferred at a point in time 41,264 37,763\nServices transferred over time 460,476 452,742\n501,740 490,505", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.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": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "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": "Revenue 2023 2022\nNote $’000 $’000\n(a) Revenue from contracts with customers\nProvision of regulated distribution services* 285,636 281,876\nProvision of regulated transmission services* 168,410 160,058\nProvision of other non-regulated services 28,529 27,233\nCustomer contributions 19,164 21,338\n501,740 490,505\n(b) Other revenue\nRent and lease income 1,977 1,862\nInterest received 294 20\nGrants received – Project Marinus A1 7,298 12,117\nOther grants and subsidies 1,252 2,410\nGain on disposal of property, plant and equipment 1,281 2,817\nOther revenue A1 2,965 3,598\n15,067 22,824\nTotal revenue 516,807 513,329\nRevenue from contracts with customers by\ntiming of revenue\nServices transferred at a point in time 41,264 37,763\nServices transferred over time 460,476 452,742\n501,740 490,505", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2022-23.pdf (https://www.tasnetworks.com.au/config/getattachment/c7e67140-674b-49a0-9e2d-ae030e69ef6f/TasNetworks-Annual-Report-2022-23.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": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "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": "[Page 54]\nPerformance against our\nStatement of Corporate Intent\nKey business objective Performance Definition 24-25 target 24-25 result Outcome\nmeasure\nEnhance the safety Tier 1 incidents Number of serious injuries ≤ 8 4 Met\nand wellbeing of our or fatalities\npeople\n(actual and potential)\nEmployee % score at group-level ≥ 65 60 Not met\nengagement (%) from Culture Amp survey\nDeliver value for our Customer Customer satisfaction ≥ 7.6 7.5 Not met\ncustomers satisfaction score out of 10\nSupply reliable Transmission Loss of system supply >0.1 ≤ 4 7 Not met\nessential services reliability system minutes (LoS)\nDistribution System average ≤ 162 172 Not met\nreliability interruption duration index\n(SAIDI)\nProvide a sustainable Profit ($m) Net profit after tax ($m) ≥ 32.9 8.2 Not met\nfinancial return\nPerformance commentary The impact from these dual events can be seen in", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 54]\nPerformance against our\nStatement of Corporate Intent\nKey business objective Performance Definition 24-25 target 24-25 result Outcome\nmeasure\nEnhance the safety Tier 1 incidents Number of serious injuries ≤ 8 4 Met\nand wellbeing of our or fatalities\npeople\n(actual and potential)\nEmployee % score at group-level ≥ 65 60 Not met\nengagement (%) from Culture Amp survey\nDeliver value for our Customer Customer satisfaction ≥ 7.6 7.5 Not met\ncustomers satisfaction score out of 10\nSupply reliable Transmission Loss of system supply >0.1 ≤ 4 7 Not met\nessential services reliability system minutes (LoS)\nDistribution System average ≤ 162 172 Not met\nreliability interruption duration index\n(SAIDI)\nProvide a sustainable Profit ($m) Net profit after tax ($m) ≥ 32.9 8.2 Not met\nfinancial return\nPerformance commentary The impact from these dual events can be seen in", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2024-25.pdf (https://www.tasnetworks.com.au/config/getattachment/f2edb43f-13bc-4021-b3da-0ecfa93b6db6/TasNetworks-Annual-Report-2025.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": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "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 43]\nCheryl Hopkins Board committees\nMBA GradCert(Man) GAICD The Board has two standing committees:\nAppointed 28 April 2023\n• the People and Remuneration Committee (comprised\nCurrent term expires November 2024\nof three non-executive directors); and\nCheryl has accumulated more than 35 years’ experience\n• the Audit, Risk and Compliance Committee\nin the Australian energy industry, working in executive\n(previously the Audit and Compliance Committee)\npositions across the supply chain in retail, wholesale,\n(comprised of three non-executive directors).\nupstream gas, networks, and strategic risk and\ngovernance.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.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": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "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 43]\nCheryl Hopkins Board committees\nMBA GradCert(Man) GAICD The Board has two standing committees:\nAppointed 28 April 2023\n• the People and Remuneration Committee (comprised\nCurrent term expires November 2024\nof three non-executive directors); and\nCheryl has accumulated more than 35 years’ experience\n• the Audit, Risk and Compliance Committee\nin the Australian energy industry, working in executive\n(previously the Audit and Compliance Committee)\npositions across the supply chain in retail, wholesale,\n(comprised of three non-executive directors).\nupstream gas, networks, and strategic risk and\ngovernance.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2023-24.pdf (https://www.tasnetworks.com.au/config/getattachment/29ffb26d-109f-4294-b347-7129c60d790e/VD3948-TasNetworks-AR-2024.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": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "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]\nOur business, Our business,\nChair and CEO Representing our How we assess Chair and CEO Representing our How we assess\ncustomers and Principle 1 Principle 2 Principle 3 Principle 4 Principle 5 Case stories Appendix A customers and Principle 1 Principle 2 Principle 3 Principle 4 Principle 5 Case stories Appendix A\nintroduction cutomers our maturity introduction cutomers our maturity\ncommunity community\nPrinciple 1: We will put customers at the centre of our business Improving stakeholder management\nFuture commitments\nWe also began rolling out a new stakeholder\nand the energy system (FY2025-26)\nmanagement system, initially used for regulatory\nengagement, it has now been extended to our\n• Collaborate with customers to shape our\nStakeholder Engagement and Transmission\nfuture pricing and service plans, making", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.pdf (https://www.tasnetworks.com.au/config/getattachment/b8297127-17d0-4573-8424-97d7ed616efa/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.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": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "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]\nOur business, Our business,\nChair and CEO Representing our How we assess Chair and CEO Representing our How we assess\ncustomers and Principle 1 Principle 2 Principle 3 Principle 4 Principle 5 Case stories Appendix A customers and Principle 1 Principle 2 Principle 3 Principle 4 Principle 5 Case stories Appendix A\nintroduction cutomers our maturity introduction cutomers our maturity\ncommunity community\nPrinciple 1: We will put customers at the centre of our business Improving stakeholder management\nFuture commitments\nWe also began rolling out a new stakeholder\nand the energy system (FY2025-26)\nmanagement system, initially used for regulatory\nengagement, it has now been extended to our\n• Collaborate with customers to shape our\nStakeholder Engagement and Transmission\nfuture pricing and service plans, making", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.pdf (https://www.tasnetworks.com.au/config/getattachment/b8297127-17d0-4573-8424-97d7ed616efa/FINAL-TasNetworks-Energy-Disclosure-Report-2024_2025.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": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "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": "Revenue Note 2022 2021\n$’000 $’000\n(a) Revenue from contracts with customers\nProvision of regulated distribution services* 281,876 259,361\nProvision of regulated transmission services* 160,058 148,091\nProvision of other non-regulated services 27,233 26,160\nCustomer contributions 21,338 16,041\n490,505 449,653\n(b) Other revenue\nRent and lease income 1,862 1,859\nInterest received 20 102\nGrants received – Project Marinus A1 12,117 22,883\nOther grants and subsidies 2,410 712\nGain on disposal of property, plant and equipment 2,817 633\nOther revenue A1 3,598 3,338\n22,824 29,527\nTotal revenue 513,329 479,180\nRevenue from contracts with customers by timing of revenue\nServices transferred at a point in time 37,763 32,894\nServices transferred over time 452,742 416,759\n490,505 449,653\n*The current year result includes $18 million of regulated revenue over recoveries attributable to higher AEMO", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "Revenue Note 2022 2021\n$’000 $’000\n(a) Revenue from contracts with customers\nProvision of regulated distribution services* 281,876 259,361\nProvision of regulated transmission services* 160,058 148,091\nProvision of other non-regulated services 27,233 26,160\nCustomer contributions 21,338 16,041\n490,505 449,653\n(b) Other revenue\nRent and lease income 1,862 1,859\nInterest received 20 102\nGrants received – Project Marinus A1 12,117 22,883\nOther grants and subsidies 2,410 712\nGain on disposal of property, plant and equipment 2,817 633\nOther revenue A1 3,598 3,338\n22,824 29,527\nTotal revenue 513,329 479,180\nRevenue from contracts with customers by timing of revenue\nServices transferred at a point in time 37,763 32,894\nServices transferred over time 452,742 416,759\n490,505 449,653\n*The current year result includes $18 million of regulated revenue over recoveries attributable to higher AEMO", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "Financial instruments (continued)\nInterest rate sensitivity analysis\nThe impact to TasNetworks of a movement in interest rates is shown in the table below:\nProfit before tax\n2022 2021\n$’000 $’000\n1.0% increase in interest rates 406 270\n0.10% decrease in interest rates (41) (27)\n(c) Hedging\nForward Foreign Exchange Contracts\nTasNetworks enters into forward foreign exchange contracts to manage the exchange rate risk on future vendor\npayments.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "TAS-TasNetworks", "entity_name": "TasNetworks", "folder_name": "TasNetworks", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "Financial instruments (continued)\nInterest rate sensitivity analysis\nThe impact to TasNetworks of a movement in interest rates is shown in the table below:\nProfit before tax\n2022 2021\n$’000 $’000\n1.0% increase in interest rates 406 270\n0.10% decrease in interest rates (41) (27)\n(c) Hedging\nForward Foreign Exchange Contracts\nTasNetworks enters into forward foreign exchange contracts to manage the exchange rate risk on future vendor\npayments.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2021-22.pdf (https://www.tasnetworks.com.au/config/getattachment/6c95a531-fb3b-4f08-b514-4952a9267ee7/TasNetworks-Annual-Report-2022.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 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