Throughout our 2020-2021 strategic planning cycle, we have given great consideration to ensuring our Strategic Plan is as resilient as possible in an inherently uncertain future.
Our Commissioners, Executive Leadership Team and Strategy Development Team went through a process of gathering strategic intelligence about the Commission’s internal, sectoral, national and global context. We then applied methods of scenario planning experts such as Peter Schwartz, Richard Hames and Arie de Geus to identify the two most important uncertainties about our future context that this Corporate Plan must be resilient to. These uncertainties and their implications for the Commission are summarised below.
In undertaking this scenario planning we were mindful of our role. The Commission is one of four energy market bodies (including the Australian Energy Regulator, the Australian Energy Market Operator and Energy Consumers Australia) reporting to Energy Ministers. Energy Ministers set the strategic direction of the energy sector through the Strategic Energy Plan. The Strategic Energy Plan aims to provide clarity of direction for market bodies and participants in the transitioning energy system. The Commission is also a member of the Energy Security Board responsible for whole of system oversight for energy security and reliability to drive better outcomes for consumers.
The uncertainties below are not our predictions of the future, nor the only uncertainties about the future we considered relevant in developing our plan. Rather they are the two key variables whose outcomes will have significant implications for our operating environment. They were used to test and validate the direction in our Strategic Plan, our objectives and what we will do to achieve them.
The level of coordination of Australia’s response to climate change.
The pace, nature and scale of disruption that new technologies will bring to the Australian energy sector.
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