Energy - September

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Head O ce Prime Creative Pty Ltd 379 Docklands Drive Docklands VIC 3008 Australia P: (03) 9690 8766 enquiries@primecreative.com.au www.primecreativemedia.com.au

e’re now firmly in the second half of 2025, and 2030 is no longer a distant target, but a deadline looming large. Delivering an almost complete overhaul of our energy system is a colossal undertaking, yet I’m constantly in awe of how far the sector has come.

Despite extreme droughts and storms, supply chain challenges, and an unprecedented Federal Election that launched the energy sector into the spotlight, the industry continues to power ahead.

In this September issue of Energy, we’re celebrating the innovation and unwavering resolve of Australia’s energy sector – a huge weight has been placed on your shoulders and yet the industry continues to turn the impossible into practice.

Many of the critical infrastructure projects that will underpin tomorrow’s renewable energy grid are nearing completion, with EnergyConnect’s milestones flying by faster than ever and Marinus Link reaching final investment.

However, the magnitude of the energy transition cannot be understated, and the last time our electricity system underwent a transformation this profound was the when the first utility-scale coal-fired power station was developed more than an century ago by the then State Electricity Commission (SEC) of Victoria.

Now, the SEC is back once again to guide Victoria through this transformative era, and the commission’s CEO, Chris Miller, took us through some of

the incredible work its doing to put the public at the heart of the future power system.

But, delivering these vital projects will be impossible without a strong, skilled workforce underpinning the transition. In this issue, Net Zero Economy Authority CEO, David Shankey, shared how the lessons of the past are informing the Energy Industry Jobs Plan and supporting workers in closing power plants through the net-zero transition.

We also take a deep dive into Australia’s budding o shore wind industry, and talk carbon o sets with Clean Energy Regulator Executive General Manager, Scheme Operations Division, Carl Binning.

We hope you enjoy reading this September issue of Energy as much as we enjoyed putting it together. If there’s a story, project, topic or challenge you’d like to see us cover in a future edition, please reach out.

Katie Livingston Editor

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As climate change increases the frequency and severity of extreme weather events, Australia’s electricity grid needs to be prepared. Image: Menyhert/stock.adobe.com

Turning the lights back on

By Amy Edwards, CSIRO Senior Communication Advisor

Electricity keeps tra c lights on, operating rooms running and medications refrigerated –and power blackouts in Australia are not just an inconvenience, they can put lives at risk.

South Australia experienced a state-wide blackout in 2016 due to a severe storm that damaged critical electricity transmission infrastructure and left 850,000 customers without power.

Most electricity supplies were restored within eight hours, but it was a major event and prompted a multi-agency response involving emergency services and the Australian Defence Force.

Etik Energy Co-founder and consulting engineer, Sorrell Grogan, has studied the event at length.

He is highly experienced in recreating real blackout events in computer simulation and analysing how to restart the grid.

Commissioned by CSIRO and the Australian Energy Market Operator (AEMO), he is the lead author of a new report on using inverter-based resources to restore power after a blackout.

The report is one of a series under the Australian Research in Power Systems Transition (AR-PST) initiative, and these reports are updated annually to support Australia’s transition to a stable, secure and a ordable power system.

Generators versus batteries

Historically, Australia has been heavily reliant on gas and coal generator units for system restart after a blackout, but those units are quickly reaching their end-of-life.

The grid has also changed significantly in the last decade alone, and today’s electricity network looks very di erent, with large commercial wind and solar farms making up a higher percentage of the generation mix every year. Mr Grogan’s work looks at how power systems can be restarted using large-scale, grid-forming batteries storing power from wind and solar sources as the primary restart source. While he recognises restarting the grid is not something most renewable plants were intentionally designed for, he remains confident in their ability.

“We’re 100 per cent moving in a direction where large-scale batteries are going to feature prominently, if not be the primary black starter of the grid after major blackouts,” Mr Grogan said.

Initial lessons learnt from a mixedgrid blackout

During the South Australian blackout, severe weather damaged powerlines and subsequently nearly all wind turbines across the state shut down in quick succession. This was caused by a protection setting unknown to operators. Losing the turbines caused a massive energy imbalance, and with far too much load for the generation available the system collapsed. Within seconds, the whole state lost power.

“It’s not because it’s wrong for those protection devices to be there. They’re there for very good reasons,”

Mr Grogan said.

“What the problem tends to be, and what was the case in South Australia, was that despite being compliant with existing standards, these particular settings were not present in the models that the manufacturers provided.”

This meant the equipment was not being correctly represented, either in technical standards or in the simulation models that power system operators need, especially in understanding extreme circumstances.

Mr Grogan said there has since been a concerted e ort across the industry to implement new standards in modelling so that they accurately represent the equipment in the field and their performance.

“Australia is a world-leader for setting modelling and performance standards,” he said.

In his System Restoration and Black Start report, Mr Grogan used these next generation computer models and simulations to explore how large-scale batteries, wind and solar can actively participate in system restart.

Wind and solar could be key to restarting after a blackout

Traditionally, it has been thought that large coal or gas generators have more capability and that large amounts of wind and solar in Australia will make our networks less stable.

CSIRO Power Systems Researcher, Dr Thomas Brinsmead, said one of the more interesting outcomes from the latest report is that this is not necessarily the case when it comes to restarting after a blackout.

“The capability of batteries with grid-forming inverter technology is better at supporting system restart than traditional black-start generators in many respects,” he said.

The report found that grid-forming battery technology was capable of energising far larger areas of the network than an equivalent synchronous generator, be it gas, coal or hydro.

A synchronous generator is a type of electrical machine used to convert mechanical energy into electrical energy. It’s called ‘synchronous’ because its rotor rotates at the same speed as the magnetic field in the stator – this means it’s perfectly in sync with the frequency of the electricity being produced.

It’s important to have a steady load during when restarting a system after a blackout – especially in residential areas that rely heavily on electricity. Image: leopictures/stock.adobe.com

Grid-forming batteries use smart inverters that mimic the behaviour of traditional generators – such as coal or gas turbines – but without the fuel-burning. The inverters work by converting direct current (DC) from renewable energy sources into controlled alternating current (AC) to supply power to the grid. These can also be used to help restart the grid after blackouts.

“What we consistently found, and I was genuinely surprised by these results, was that grid-forming batteries outperformed the synchronous generators in almost all areas,” Mr Grogan said.

Slow and steady BESS win the race

A big challenge with inverter-based technology is that it is current limited. This means that the amount of energy it injects into the system must be tightly controlled, otherwise the transistors within it will fail. Synchronous generators are not current limited to the same extent. They’re capable of injecting immense amounts of current into the system as and when required.

“We originally subscribed to the idea that the best practice for re-energising a transformer during restart was to maintain a strong system capable of supplying that massive inrush of current to get it going,” Mr Grogan said.

“But what we found was the current-limited nature of grid-forming inverters might actually be helping in these circumstances. Because those inverters, they’re ramping to their maximum current and then they’re staying at that level for longer, resulting in these transformers being gradually re-energised over a second or more.”

This inherently gradual reenergisation from the inverters allowed large transformers to be re-energised without tripping network protection mechanisms more reliably than traditional rotating machine restart sources such as coal, gas or hydro. The current-limited nature of the inverters, although generally seen as a drawback of the technology, may be beneficial in this situation.However, a grid with large amounts of solar, especially on rooftops, is not all good news when it comes to system restarts.

More testing to come

It’s important to have a steady load during system restart, especially in residential areas that rely heavily on electricity.

However, researchers discovered that during the early stages of system restart, the use of large-scale gridforming batteries as the primary source may cause rooftop solar to become unstable. This happened at lower penetration levels when compared to the use of traditional restart sources.

These studies concluded that although a battery is more flexible with a changing load than a coal, gas, or even a hydro generator, they don’t initially provide the same system strength to rooftop solar.

Presently, Dr Brinsmead said there is still a need for black-start generators in the National Electricity Market (NEM) as the primary source for restarts.

“We don’t like blackouts to happen, but we want to be very confident that when they do, we are able to get things started again as soon as possible,” he said.

However, the work continues to build confidence that the same restoration function can and will eventually be performed by newer technologies.

Given the published retirement schedule of synchronous machinebased generation in the NEM, approximately 2GVA of new gridforming technology will be required by 2028 to maintain network restoration capability equivalent to today.

This is considerably lower than the capacity of synchronous machinebased generation being retired.

This could be viewed as already recognising the greater capability of grid-forming inverters to restore network elements without activating protection mechanisms.

During the next stage of the system restoration work, energy system experts will investigate how

During the South Australian blackout, nearly all wind turbines across the state shut down in quick succession. Image: lukszczepanski.stock.adobe.com

new renewable energy zones –which include solar and wind farms – throughout the country can play an active role in system restoration. They will engage a transmission provider to devise a realistic test plan template for grid-forming batteries to restart a system. A successful test of a battery restarting a portion of the network in Australia is not far away.

“The industry is learning so quickly,” Mr Grogan said.

“From the inception of distributed electricity to when renewables came on board, we had 100 years. The world had 100 years to get electricity right. Meanwhile, we’ve had just two decades to go from the idea of large-scale wind and solar to getting it fully functional in the grid.”

For more information, visit csiro.au

Enerven delivers electrical infrastructure and telecommunications solutions that connect communities.

Integrating resilience

Policymakers are repeatedly strengthening risk management requirements for critical infrastructure. But how can Australia’s energy providers navigate this evolving compliance environment?

Cyberattacks on Australia’s critical infrastructure assets are increasing apace – according to the Australian Signals Directorate, which tracked a 50 per cent increase in incidents from 2021–22 to 2022–23.

Within the critical infrastructure sector, though, energy assets seem particularly vulnerable. Some of the latest available industry survey data revealed that more than 89 per cent of electricity, manufacturing, oil and gas companies had experienced cyberattacks impacting production and energy supply over the past 12 months.

The regulatory picture Policymakers have become aware of the deteriorating cyber-environment. Citing the industrialisation of cybercrime as a factor, the 2023–30 Australian Cyber Security Strategy document notes that “Malicious activity targeting Australians through cyberspace continues to grow at an unprecedented rate, with cybercriminals and state-based or state-sponsored actors routinely targeting our networks and data”.

That very same document points to Australia’s “strong legislative and regulatory frameworks”, including

the Security of Critical Infrastructure Act 2018 (SOCI Act).

This particular act has seen a lot of changes in recent years – including new reforms that went into e ect in November 2024 with the passage of the Security of Critical Infrastructure and Other Legislation Amendment (Enhanced Response and Prevention) Act 2024 (ERP Act).

Of importance for energy providers, the ERP Act increases the government’s ability to respond to a wider range of all-hazards – not just cyberattacks.

The reform also expands government powers to directly compel regulated entities to modify their critical infrastructure risk management programs, should the program be shown to be seriously deficient.

But what should energy providers do to navigate this evolving picture and ensure ongoing compliance?

Taking a proactive approach

As laws continue to change, policymakers are consistently demanding stronger critical infrastructure risk management programs from industry actors, and digital strategies will be a key to compliance for energy providers.

In particular, integrated resilience software helps provide the industry the functionality it needs to take a proactive approach to identifying and mitigating material risks across all hazards, using a standardised methodology to bring consistency to risk management programs.

The digital solutions also provide energy providers with the threatintelligence capabilities needed to stay ahead of potential risks to assets and operators. They do so by using real-time threat intelligence alerts and leveraging situational-awareness dashboards to consolidate feeds from multiple sources and streamline threat detection.

Finally, policymakers are ratcheting up the pressure on the critical infrastructure industry. To ensure ongoing compliance, energy providers should look to invest in software like Noggin that helps empower enterprises to meet their obligations, enable their teams to work together to anticipate and manage threats, as well as conduct preparedness activities to e ectively respond to disruptions and continually learn from insights.

For more information, visit noggin.io

Meet Noggin: Integrated Resilience Software that helps you comply with SoCI

Threats to Australia’s critical infrastructure are on the rise, and policymakers have responded with legislation like the Security of Critical Infrastructure Act (SoCI) to keep assets safe and the country secure. To comply, critical infrastructure entities can turn to Noggin’s integrated resilience software, to help prepare for and respond to business disruptions and critical events. The Noggin platform seamlessly combines 10 solutions into one, easy-touse system, with solutions for: operational and third-party risk management, business continuity, crisis & emergency management, operational resilience, and safety & security operations.

Learn why Australian critical infrastructure entities choose Noggin to help strengthen their resilience against business threats: www.noggin.io

GEnergy for everyone

Rooftop solar, EVs and batteries are empowering customers -as partners in the journey to net zero. But this energy retailer says the future of energy isn’t just about tech it’s about trust too.

loBird started with a simple idea: the future of energy should be exciting, positive and most importantly, good for customers.

By 2030, the retailer would love to see an energy system that’s cleaner, smarter, better value and more user-friendly – and the team are talking about millions of connected homes working in harmony the grid, supported by technology and pricing that makes sense.

To get there, we need continued investment in infrastructure, forwardthinking policies, and a retail sector that keeps customers at the centre of innovation.

Power

for the people

According to GloBird, Aussie customers deserve better value, more flexibility and more choice.

“Although we are one of the newer retailers, we spent a decade developing our own IT systems from the ground up,” the company’s spokesperson said.

“Now ten years later we have state of the art systems, a nimble team, and engaged customers. So, we can o er innovative plans that adapt to how people actually use energy today.

“What sets us apart is our ability to move quickly, listen to feedback, and bring ideas to life that make a real di erence for everyday households.”

As the line between supplier and consumer becomes harder to define, the way consumers interact with the energy system is fundamentally changing.

“We’re in the middle of a big shift where homes aren’t just using energy, they’re generating and storing it too,” GloBird’s spokesperson said.

“As more households start sending power back to the grid, it’s important we get the balance right. Retailers like us can play a key role by designing plans that support this two-way flow, without adding complexity for the customer.”

GloBird’s ZEROHERO plan is a great example of this – it’s designed to reward customers who can shift usage or export during peak times helping ease pressure on the grid while putting money in their pocket.

“It’s a win-win approach that helps the grid stay reliable as we move toward more renewables, and customers absolutely love it.”

Australia’s world-leading uptake of rooftop solar shows that consumers are already active participants in the energy transition – however, it’s important that those who aren’t ready now aren’t left behind.

For GloBird, the future of energy should be exciting and positive for all customers. Image: JT Studio/stock.adobe.com

GloBird said that retailers have a key role to play in ensuring all customers can reap the benefits of the transition.

“Not every household is ready to jump into solar and batteries and that’s okay,” the spokesperson said.

“Our approach is simple. We have crafted a range of plans from simple (set and forget) with low rates, through to VPP and wholesale linked for the more engaged.”

“We make sure our range of plans give everyone access to great value regardless of how engaged they want to be. At the end of the day, energy should work in the interest of the individual and serve their needs.”

Championing net zero

As the energy sector powers toward a reliable, a ordable, renewable future, GloBird is focused on helping customers make the most of that shift.

“Whether it’s through plans like ZEROHERO that reward battery owners for smart exports, or FreeLunch, which gives two hours of free electricity every day to take advantage of midday solar, we’re putting more power literally and figuratively into our customers’ hands,” the spokesperson said.

But GloBird is just getting started.

“The response to our ZEROHERO plan for battery customers has been fantastic, and we’re now working closely with solar retailers and battery manufacturers to expand its reach,” the spokesperson said.

“We’re also looking into new ways to help customers save more by using power smarter, whether through better insights, more flexible pricing, or new tech partnerships. There’s always something cooking at GloBird.”

For the team, the most important lesson they’ve learned from their journey so far is that success comes from listening to and delivering for your customer.

“Most people want to do the right thing use energy more e ciently, make greener choices, but it has to be simple and worthwhile,” the spokesperson said.

“When energy plans are easy to understand, and customers feel like they’re getting real value, participation naturally follows.

“Our vision is clear, and our mission has already gathered momentum. When you care about your clients, they feel it, they instantly resonate with your mission.

“The future of energy isn’t just about tech it’s about trust, too.”

For more information, visit globirdenergy.com.au

Delivering an intelligent energy future

Smart meters are not just enabling a connected, e cient electricity system, they’re empowering consumers as participants in the energy transition – so it’s vital they’re deployed without delay.

To accelerate Australia’s transition to a modern, renewable energy system, the Australian Energy Market Commission (AEMC) has ruled that smart meters to be rolled out to all customers in National Electricity Market (NEM) by 2030. Consumer energy resources (CER) and new large-scale renewable generation are the catalysts of the biggest era of change our electricity system has ever seen, and smart meters are empowering utilities to manage evolving distribution networks.

These devices are essential for enabling a connected, e cient energy system and hitting net-zero targets, and the faster they’re deployed, the sooner customers can reap the benefits of the transition. And with more than 2.5 million advanced meters under management, and contracts with network operators and more than 20 major retailers across Australia and New Zealand, Intellihub is at the forefront of this critical rollout.

Everyone is depending on the company’s field crews not just to install these devices, but to manage their ongoing maintenance. However, the limitations of conventional logistics methods made it hard for them to keep up with the demands of real-time inventory management, last-mile delivery and tight schedules.

Intellihub knew that overcoming these challenges and optimising its field services was key to the success of the sector’s modernisation, so it set out to find a reliable partner who could improve beyond conventional inventory management and last mile logistics.

Right time

Field crews play a crucial role in the rollout of intelligent devices, tasked with everything from installation to troubleshooting, upgrades and repairs.

To help its crews navigate their extensive work schedule and meet specific customer order requirements, Intellihub engaged field service providers (FSPs) across the country to get the job done, distributing inventory to the FSP. However, this approach presented various issues, ranging from FSPs with overlapping warehouses and distribution networks, to reduced visibility and control of assets leading to ‘lost stock’, increased inventory holdings, and a lack of robust scanning systems and processes.

Intellihub was looking for a way to ensure that stock across the network could always be positioned in the best location to improve e cient installations and customer outcomes, and this search led it to Droppoint.

While traditional inventory models are centralised and inflexible, field service isn’t. It’s distributed, dynamic, unpredictable.

For Droppoint, it’s the technicians, not distribution centres, that are the heartbeat of operations – so the team collaborated closely with the key stakeholders to develop a comprehensive inventory management solution, perfectly tailored to the unique needs of each FSP. The company’s unique logistics solution, and its ‘always on’ approach to customer service, empowered Intellihub and the FSPs to focus on installation and customer success, while Droppoint gets the right part, to the right place, at the right time.

Intellihub GM Supply Chain and Procurement, Stuart Sproull, said the support that Droppoint provides is key to making sure Intellihub’s technicians have everything they need in the field.

“Droppoint’s solution allows us to provide the asset or the inventory to the technician close to where they live.

“So, they not only have flexible

pick-up and drop-o times in and outside of normal warehouse hours, they’ve got the flexibility in the weekend or outside those hours to pick up their product, [and] it’s close to where they live, so they’re not traveling,” he said.

Droppoint leveraged data on predicted work areas, upcoming meter replacement programs and transport times to not only pinpoint the optimal locations for strategic inventory hubs, but ensure they are reliably replenished. By providing technicians with easy access to streamline collections and minimise retrieval time, Droppoint helped the team prevent delays and ultimately boost productivity.

Each inventory location was configured to FSP specifications, with dedicated areas for returns, refurbishment and disposal. Security was prioritised with two-factor authentication, only authorised personnel could access their materials.

“We’re minimising the travel, and therefore we’re giving them the best opportunity to complete an increased number of jobs per day,” Mr Sproull said.

Droppoint’s MOS (Materials Orchestration System) provides insight and complete visibility over inventory and logistics for field service organisations. FSPs can access this service from their desk, or out in the field. This easy-to-use, real-time app can either stand alone or connect to an existing ERP system. The layered platform o ers complete transparency across the entire supply chain, from dispatch to installation, which gives Intellihub real-time insights into inventory consumption and lifecycles, enabling data-driven decisions for continuous improvement.

The custom solution had immediate impacts on the project, with Intellihub seeing an additional two–three jobs completed per technician each week, a 30 per cent reduction in depot inventory holding and a ten per cent increase in scanning compliance.

Powered by people

Droppoint designed MOS to solve the frustrating problems facing the service industry and empower field workforces with tailored inventory and logistics. But, Droppoint’s success is driven by more than just clever technology.

“There’s a support service that Droppoint provides where, literally, a call can be made to a technician, or the technician can make a call to a human at the end of the day.”

“So, it’s not all data driven and through apps and through technology. There is that human face to face element, which I think is really important for the technicians to feel that they’re being listened to and heard because they are the boots on the ground at the coalface,” Mr Sproull said

Australia’s energy sector will continue to change at a rapid pace over the next decade. To keep up with evolving customer expectations for more data, a higher quality of service and more sustainable options, electricity providers are depending on the success of Intellihub’s work in the field.

Optimising field services will be essential to the smooth and timely rollout of intelligent devices, and ultimately a reliable, renewable energy system. The sector needs streamlined, productive workflows, and Droppoint is empowering this transformation.

For more information, visit droppoint.com.au

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Transforming rural network reliability

The transition to renewable energy is disrupting the way we manage and distribute electricity –but it’s also an opportunity to improve reliability and safety through innovation.

As Australia’s energy transition accelerates, climate change and extreme weather events are putting even more pressure on regional and remote electricity networks.

Ageing infrastructure, bushfire risk, and a changing demand profile are converging to create significant

challenges in the low-voltage, singlephase parts of the grid particularly in areas served by Single Wire Earth Return (SWER) systems.

These networks, originally developed as a low-cost method to electrify remote regions, are now operating under conditions they were never designed to support. Many are

nearing or exceeding thermal capacity, and with increasing exposure to climate-driven extreme weather, not only are they more prone to outages, but the could become a potential ignition source for bushfires.

For utilities, the need to improve safety and reliability on these lines has never been more pressing – and

NOJA Power set out to deliver a compelling and practical solution.

Safer, smarter energy for everyone

Low-voltage, single-phase networks are a backbone of regional electricity supply. They provide power to homes, farms, and small businesses in sparsely populated areas, where running three-phase infrastructure would be economically unviable.

The most common variant in these regions is the SWER system. Using a single, lightweight conductor and an earth return, many of these networks were rolled out in the mid-20th century across much of rural Australia. While the design o ered a cost-e ective way to bring electricity to remote customers, it also introduced limitations – particularly with regards to current capacity and fault protection.

As demand grows from electric vehicles, agricultural electrification, and consumer energy resources like rooftop solar, the limitations of these systems have become more apparent. At the same time, many SWER networks are reaching end-oflife, raising concerns about reliability and safety.

Without proper protections, when conductors fail or come into contact with vegetation, they can remain energised longer than in other network types. In high-risk conditions, this significantly increases the chance of starting a fire. The tragic Black Saturday bushfires of 2009 illustrated the consequences of such failures, with SWER lines implicated in multiple major fire events.

Historically, protection on SWER and single-phase lines has relied on traditional fuse technology. While simple and inexpensive, fuses are a blunt instrument in modern distribution networks. They o er no reclosing capability, are slow to respond to certain types of faults, and must be manually replaced –often requiring crews to travel long distances to remote fault locations, delaying restoration and increasing operational costs.

Automatic circuit reclosers (ACRs) have been widely adopted on medium-voltage distribution feeders to improve reliability by automatically restoring power after transient faults.

However, many reclosers historically installed on SWER networks are manually operated, oil-based devices that cannot be remotely managed or safely configured for fire season suppression. In some areas, network operators have been forced to disable recloser functionality for extended periods during summer – sacrificing reliability to mitigate fire risk. NOJA Power’s EcoLink recloser addresses these limitations with a design purpose-built for the unique characteristics of low-current, single-phase lines.

EcoLink combines the speed and simplicity of a fuse with the intelligence and flexibility of a modern ACR to bring fast-acting protection, remote configurability and fire mitigation capabilities to areas where legacy protection devices are struggling to keep up.

The EcoLink is a compact, self-powered, single-phase recloser that fits directly into existing fuse holders. Weighing just 7.4kg, it can be retrofitted into most legacy installations without major infrastructure changes.

EcoLink can interrupt faults in the same time as a traditional fuse, but with the added capability to reclose. This makes it ideal for addressing transient faults, which account for around 80 per cent of faults on rural overhead lines. By restoring power after a fault has cleared, the EcoLink reduces unnecessary outages and significantly cuts the cost and time associated with manual fuse replacement.

The unit is powered by line current and requires no batteries, using a supercapacitor array to gather energy and respond rapidly to faults – even in de-energised conditions. Its sensitivity to low line currents allows it to operate e ectively on sparsely loaded rural lines where conventional reclosers might not function reliably.

Importantly, the EcoLink is designed with operator safety in mind. A patented manual interlock ensures that the internal vacuum interrupter is opened before the device can be safely removed from the line, eliminating the risk of external arcing and improving protection for field crews.

Settings can be updated wirelessly via a secure, IEEE 1686-compliant

connection, allowing network operators to adapt protection schemes in real time – without needing to take the device out of service. This is especially valuable during bushfire season, when reclosing functions may need to be suppressed or re-enabled based on daily fire risk assessments.

While restoring power quickly is important, safety must come first –especially during peak fire season. On days of extreme fire danger, traditional reclosers can inadvertently re-energise lines after a permanent fault, significantly increasing the risk of ignition. This is a particular concern when conductors fall or make contact with dry vegetation.

The EcoLink’s protection curves and fast-acting interruption are tuned to respond not only to overcurrent but also to the rate of change of current, providing faster reaction to developing faults. Its design reduces the energy released during a fault event and supports fire mitigation strategies by o ering an alternative to expulsion fuses, which can eject molten metal during operation.

Because it is fully remotely configurable, utilities can implement fire risk mitigation protocols more easily – adjusting settings or disabling reclosing functions remotely without deploying field crews. This level of flexibility allows operators to balance reliability and safety in real time, rather than locking in a compromise for a whole season.

As the energy system decentralises and the demands on regional networks grow, the case for modernising rural protection equipment becomes clearer. Investments in smart recloser technology, like the EcoLink, o er a path toward improved service reliability, reduced bushfire risk, and more e cient network operations.

NOJA Power has built its reputation on reliable, field-tested equipment. With more than 100,000 installations of its OSM Recloser across 106 countries, the company’s technology is already trusted globally.

The EcoLink inherits this proven reliability, adapted for the challenges of low-current single-phase applications.

For more information, visit nojapower.com.au/ecolink

New generation

An innovative renewable energy project in Western Australia is leading the charge towards a more sustainable mining sector and setting Australia up to become a global superpower.

Australia’s resources industry is both a key enabler of the transition to renewable energy, as well as one of our most di cult to abate sectors.

This industry works primarily in remote, o -grid locations, and for more than four decades many of these sites have relied on Pacific Energy to power their operations with reliable, selfcontained solutions.

To meet its decarbonisation goals, this sector urgently needs future-ready clean energy technologies, but Pacific Energy realised that the location and harsh conditions of these sites calls for an innovative approach to not just technology, but project delivery too.

Reliable, renewable resources

Ever since the gold rushes of the 1850s transformed Australia forever, mining has remained the enduring pillar of our economy.

According to the Department of Industry, Science and Resources1, Australia’s mining sector today makes up two-thirds of the country’s exports, contributing to 11.4 per cent of the country’s total GDP in 2024–25 and directly employing more than 300,000 people. The sector is also the key to reaching net-zero emissions by 2050.

The production of renewable energy technologies is dependent on critical minerals like cobalt, lithium and manganese, and demand for these minerals is only going to increase as Australia and the rest of the world ramps up their energy transitions. Securing a reliable supply of these minerals is key to meeting the 2050 deadline. But, as the leading producer of lithium and the fourth-largest mining country in the world, Australia also has a once-in-a-generation opportunity to diversify and grow its resources sector.

Refining these critical minerals onshore, instead of exporting them overseas also presents a significant commercial opportunity for Australia –and the country’s natural abundance of solar and wind resources means it also has the potential to be a global leader in the research and development of new clean energy technologies. However, without a sustainable supply chain, the resulting extra emissions from both the mining and manufacturing sectors could derail climate targets. Electricity generation accounted for 34 per cent of Australia’s total emissions in 2024 – and around 12 per cent of the country’s total primary energy consumption comes from the mining sector2. This, coupled with the rising cost of energy presents an urgent need for the sector to find a renewable, reliable and a ordable way to power its operations.

With growing demand for critical minerals, the sector can’t a ord to shut sites down while new power solutions are implemented – but it also can’t a ord to wait. According to Pacific Energy R&D Lead, Kem Mustafa, there’s no one-size-fits-all solution when it comes to renewable energy.

“Every project has specific needs and faces its own operational challenges, stakeholder expectations, and risk profile,” he said.

“Globally, the harsh environment of remote Australia is often underestimated. Many vendors have learned this the hard way, with equipment that meets European standards but struggles in Australia’s demanding conditions.”

Mr Mustafa explained that as energy systems become more complex, the more the team saw the limitations of a fragmented delivery model.

“These complex infrastructure projects often involve multiple stakeholders, changing scopes, and tight timelines. When responsibility is fractured, miscommunication, handover risks, and coordination delays can halt progress and weaken accountability.”

To tackle these challenges, Pacific Energy needed more control over quality, delivery timeframes, and performance. So instead of relying on third parties, the company built in-house capability in Australia, which enabled it to integrate design, manufacturing, construction, communications and controls, commissioning and operations.

“Our integrated model reduces the delays that come with traditional procurement and contractor layering. We’re structured to move fast, from design through to deployment. This ensures continued innovation and helps us to be more agile, and ultimately more e ective at delivering real outcomes.

“[But] it’s not just about being fast –it’s about being better each time. And because we’re responsible for the full lifecycle of many of our systems, we have a real incentive to keep improving,” Mr Mustafa said.

The gold standard

When AngloGold Ashanti Australia (AGAA) engaged Pacific Energy to deliver a landmark clean power project for its Tropicana Gold Mine, it was clear to the team than an aligned approach was not just beneficial, but necessary.

The objectives seemed simple enough: upgrade the existing power station to meet evolving needs by integrating 61MW of clean energy into the existing gas-powered system; decarbonise the mine’s operations to support AngloGold Ashanti’s goal to cut global net carbon emissions from energy use by 30 per cent by 2030; and ensure there was always reliable, e cient power to meet the site’s load demands in all weather conditions.

However, doing so on a brownfield site, without the site going black, required an innovative solution. As a result, this project pushed the envelope with what can be done with renewables in existing power stations in remote places – and achieved three Australian firsts in green energy. Mr Mustafa explained that as the Tropicana mine’s needs fluctuate, Pacific Energy needed a detailed understanding of how the power system relates to production and the potential flow on e ects the project would have on site operations.

“More than 12 months of planning went into understanding the site and AGAA’s needs. We conducted extensive dynamic modelling, which integrated all our expertise and past experiences into the design process. It provided a faithful representation of real-world scenarios and acted as a ‘live workshop’ and continuous improvement loop.

“This not only built our technical capacity, but consolidated the technical learning of all team members involved in the in-house manufacturing and on-site implementation,” he said.

Identifying the right energy mix and the equipment needed to reliably meet site needs laid the groundwork for the project’s success, however, moving the mine towards hydrocarbons o (HOFF) operations introduced unique hurdles around e ective protection system operation and power system stability.

“There were no suitable ‘o the shelf’, whole-of-system controllers that met the project’s technical and commercial needs,” Mr Mustafa said.

“We tailored our control systems to di erentiate between all renewable energy and thermal sources, select the appropriate blend of power for various operating scenarios, and maintain system stability, all while maximising renewable energy utilisation.”

By consolidating and embedding the learnings from its previous projects, Pacific Energy developed and delivered a bespoke design, which involved integrating four 6MW asynchronous wind turbines (with inverter technology), a 24MW solar farm (42,120 panels) and a 13MW battery storage system (BESS) into the existing 54MW gas system.

Breaking new ground

Tropicana’s design and delivery involved experts from across Pacific Energy’s national footprint, which Mr Mustafa said really fostered a strong sense of learning, innovation and collective achievement across the entire business.

Upon its completion, this project became not only one of the largest o -grid hybrid power stations in Australia, with 115MW capacity, but the most remote too.

And, despite being located 330km north of Kalgoorlie and only accessible via a single 400km unsealed access road, it also meets the highest peak load demand (41MW) of any hybrid system in Australia’s resources sector.

For Mr Mustafa, the success of this project is measured in how e ectively the solar, wind and BESS components have been integrated with each other and subsequently with the existing power station – an undertaking made considerably more complex for a brownfields site, where interfacing with legacy systems, navigating existing site constraints and maintaining operational continuity introduce integration challenges far beyond those typically encountered in greenfields developments..

“Our ability to deliver a high-quality solution was underpinned by our understanding of all the technology being integrated, and how the components related and interfaced,” he said.

“Our vertically integrated model enabled us to manufacture all our PCUs and BESS units in house using world-class components so that they worked as we intended them to work, and this was the foundation of our installation and a key method of ensuring reliability and security of power generation.

“Because we manage the full lifecycle, from design through to long-term operation, we see first-hand how our systems perform over time, in real conditions, and every project becomes a source of data, experience, and improvement.

“Whether it’s improving installation practices in remote areas, or tweaking battery control algorithms for better performance, we take that learning and feed it back into the next job. It’s not theoretical, it’s practical, grounded and field-tested.”

With this project setting Tropicana on track to reduce its diesel and gas consumption for power generation by 96 per cent and 50 and per cent respectively, AGAA can reduce carbon emissions by an average of 65,000t per annum.

But, this project has done more than just increase the mine’s overall power system reliability using green energy – it proves that renewables can be successfully integrated into large-scale brownfield sites.

It also shows that it’s possible to deliver consistent, reliable HOFF power for mines with higher demand loads than previously achieved in Western Australia’s mining sector.

Through its integrated model, Pacific Energy will take the lesson it’s learned from Tropicana to empower both AGAA and the sector as a whole on their continued journey towards net zero.

For more information, visit pacificenergy.com.au

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Power in purpose

By Chris Miller, SEC Chief Executive O cer

As Victoria’s energy sector embarks on its next major transformation, the SEC has returned with a renewed focus – to deliver a reliable, renewable future with the public at its heart.

The impacts of climate change are upon us all. The more extreme the temperatures, the greater our demand for energy, and the higher our cost of living. It’s a vicious cycle and a challenge that motivates me in the work we do at SEC.

We must change how we make and use energy in every part of our lives. And we must accelerate our e orts to build renewable energy assets and infrastructure as ageing and increasingly unreliable coal-fired power plants retire from the system.

More than 100 years since the original SEC built coal mines and power stations that served generations of Victorians with cheap, reliable electricity before it was privatised in the 1990s, SEC has been re-established to help drive this next major transition as the state pursues its world-leading targets of 95 per cent renewable energy by 2035.

To achieve this target, investment in renewable energy must accelerate, both in front of and behind the meter.

The opportunity is immense. According to AEMO’s 2024 Integrated System Plan, Victoria alone needs 23GW of new utility-scale wind and solar by 2049–50, including 9GW of o shore wind.

While the pipeline is strong, not all projects will make it to construction, and we need to move faster to fill the gap.

To deliver the transition, we need a sustained increase in generation and storage deployment rates. We need a coordinated response between governments, the private sector, communities and households.

This is where SEC can make a di erence, complementing the work done by others in three main ways:

•We’re investing an initial $1 billion towards delivering 4.5GW of renewable energy and storage

•We’re supporting households to go electric to reduce their energy bills and emissions

•We’re providing government and Victorian businesses with retail and wholesale electricity solutions to help them decarbonise

Underpinning all of this is our work to support the renewable energy workforce our energy transition requires.

ene ts o bli ownershi

SEC is owned by Victorians, which puts public purpose at the heart of everything we do.

In many ways, the private sector has led the transition (supported by strong policy frameworks), and private investors will continue to play a leading role. However, external factors are impacting investment and, in some cases, market signals aren’t strong enough to build at the pace and scale we need.

Private investment is primarily guided by project-level economics.

We need an investor who can take a take a broader, long-term, system-wide view to address critical gaps to:

•Provide capital, or share risk, when private sector interest has slowed

•Ensure we’re building the right assets in the right places in the right order

•Give Victorians a more direct stake in their renewable energy future. Victoria is not alone in its approach. Other jurisdictions in Australia, and elsewhere around the world, are establishing publicly owned energy companies.

The challenges of the transition are driving this approach.

Public ownership can help smooth the way by ensuring there is su cient energy supply to maintain reliability as coal-fired generators retire.

At the same time, it can deliver significant social and economic

dividends for the community and improve energy equity.

So, how does SEC leverage its public ownership?

Our investment activities are guided by three principles: public purpose, market enablement and sustainable financial returns.

We invest with private sector partners before market signals are strong enough to incentivise others to act alone or at the required scale.

We invest strategically - where SEC’s participation can bring something new or additional – by speeding things up or making a project bigger.

And we prioritise investments that address gaps and unlock opportunities for more renewables to be built, such as storage.

We measure our success not just on our investments but also on the level of investment by others in Victoria.

As Victoria’s renewable energy company, the returns we make will be reinvested into more renewable energy projects to benefit Victorians.

ow this wor s in r ti e

Our investment in the Melbourne Renewable Energy Hub is a great example of how we work.

Our $245 million equity investment gives Victorians co-ownership of one of the world’s biggest batteries.

When it comes online later this year, it will deliver 1.6GWh of energy storage. That’s enough to power around 200,000 homes during the evening peak.

Our investment played a critical role in securing the project’s delivery and supported one of the battery’s components to double in size.

It will provide much-needed storage for our electricity grid, and its location at the intersection of three renewable energy zones will allow more renewable energy projects to be delivered.

Several local contractors and more than 1100 workers – including upwards of 70 apprentices, trainees and cadets –have worked on the project to date. And it will support local communities through a 30-year Community Benefit Fund.

We have also invested in a new solar and renewable energy storage facility near Horsham. The SEC Renewable Energy Park – Horsham will be one of Australia’s first 100 per cent publicly

owned utility-scale energy projects.

Its construction will create around 246 full-time-equivalent jobs, including 20 roles for apprentices, trainees, and cadets.

Once operational, the energy park will be capable of generating around 242,000MWh of renewable energy a year, enough to power around 51,000 homes.

Our investment allows work on the solar farm to begin and adds a 100MW two-hour battery storage system (BESS) to the project – making it one of Australia’s first integrated solar and BESS projects with a single connection point. It’s a key piece of the puzzle in supporting the transition to a renewable grid.

There will be local employment and supplier opportunities, best practice engagement with First People’s and a generous community benefit fund.

el in ho seholds o ele tri

Public ownership plays an important role in the consumer space too.

Consumers have long been the heroes of the energy transition. Australia’s rooftop solar adoption is the envy of the world – more than 3.7 million homes and businesses have solar panels on their roofs.

While solar has been embraced by Australians, there is a significant opportunity for more households to benefit from the transition by going electric.

Switching household heating, hot water and other appliances from gas to electric reduces emissions. It also reduces bills.

Modelling for the Victorian Government’s Gas Substitution Roadmap shows that an average Victorian household with gas and electric appliances can reduce their annual energy bill by around $1700 by going all-electric, or more than $2700 a year with solar.

We know Victorians want a future based on renewable energy and have a strong appetite for moving to all-electric homes, but with around 80 per cent of Victorian households connected to gas, we still have a long way to go.

So why don’t they make the switch?

Our research shows that consumers are confused and don’t know where to turn for trusted information and advice.

The process is complex and timeconsuming, with upfront costs proving an even bigger barrier when living costs are high.

SEC is working to solve these challenges through a simplified ‘one-stop-shop’ approach, providing trusted advice about the services and technologies available, along with the bill savings switching to electric can o er.

As part of our one-stop-shop approach, SEC is piloting an electric home planner, which has already been used by more than 14,000 Victorians to take the guesswork out of going electric. It uses information about a user’s home to create a personalised plan, including indicative appliance costs, government rebates, anticipated return on investment and emissions reduction.

The planner, currently being expanded as part of the one-stopshop, will then provide connection to a local SEC-endorsed installer, who can develop a tailored assessment and detailed quote based on the household’s individual needs.

We are currently building a network of installer and trade businesses with expertise in home

electrification to become SECendorsed providers.

A new h ter s n ele tri ity ret iler

In July 2025, SEC begun a new chapter when it began retailing 100 per cent renewable electricity to the Victorian Government, powering trams, trains, public schools, hospitals, police stations and many other key locations across the state.

SEC now powers more than 4000 sites, or approximately five per cent of Victoria’s electricity market – with plans to expand to commercial and industrial businesses looking to go renewable and reduce their energy costs and consumption.

In addition to being an electricity retailer, SEC will also provide demand management and behind the meter

solutions to help Victorian businesses reduce their reliance on the grid and meet their carbon reduction goals.

enew ble fford ble reli ble ener y or ll i tori ns

When I think about SEC’s role in Victoria’s transition story, I’m both humbled and excited to be part of an organisation with such an iconic history and a significant mandate.

We’re proud that SEC remains publicly owned and will use our public ownership model to bridge gaps, support our partners, coordinate action and accelerate our collective progress.

For more information, visit energy.com.au

We are Rayo. We build energy infrastructure. We’re here for the future of Australia’s energy.

Rayo is your full-service, turnkey infrastructure delivery partner.

Our focus on the entire energy infrastructure value chain differentiates us from our competitors and provides value to our customers.

Development

Providing front-end development support for large-scale infrastructure projects. Our advisory, planning and design services coupled with our demonstrated experience set the foundation for successful projects.

Engineering

Providing certainty from design through to delivery with Rayo’s in-house engineering capabilities. Take your project from concept to reality and break new ground with our team’s decades of experience.

Construction

We thrive in getting complex, large-scale infrastructure projects across the line. Our team’s proven success record coupled withtechnical expertise, innovation and industry leading practices ensures a quality delivery.

Services

Our maintenance and technical services team are here to support your infrastructure projects. From commissioning through to operations, unplanned outages and critical repairs.

Shaping a better tomorrow, together.

Supporting workers through the energy transition

By David Shankey, Net Zero Economy Authority CEO

Learning from the lessons of the past, the Energy Industry Jobs Plan supports workers in closing power plants through the net-zero transition.

The transformation to a net-zero economy will unfold di erently depending on where you live.

For the urban city dwellers, their cars might be di erently fuelled, but their work will stay the same.

Many of the industrial regions that have helped power our nation for generations are already experiencing changes to their industries and workforces.

The closure of ageing coal and gas-fired power stations is part of the transformation to net-zero, with the workers and communities at the centre of this change.

The Energy Industry Jobs Plan (EIJP) was established by the Net Zero Economy Authority Act 2024, which commenced when the Net Zero Economy Authority was established in December 2024.

The EIJP establishes a framework that ensures that, where needed, workers at closing power stations and supply chain businesses that are significantly impacted can access supports from their employers to prepare for the next step in their careers. This includes access to training, financial and career advice, and flexible work arrangements to access these supports.

Where the EIJP is in place, these supports for workers will be provided well ahead of a power station closing.

The Authority will also provide redeployment support to identify skills and training pathways to prepare workers for future jobs, and help connect workers with

employment opportunities offered by other local employers and emerging industries.

Previous closures have shown that a lack of time and rushed supports leads to poor outcomes for workers, their families and communities.

The closure of the Hazelwood coalfired power station in Victoria’s Latrobe Valley in 2017 demonstrated this – it is estimated that only 40 per cent of workers from the Hazelwood station had full time employment two years after the closure.

The Net Zero Economy Authority, through the EIJP, will learn from past closures and ensure baseline standards for supporting an e ective and fair transition for power station workers are in place.

Over the next two or so years, there are six planned power station closures that the Authority will assess under the EIJP framework. This process involves undertaking

broad consultation to determine if the EIJP should be put in place for each particular closure. It will take into account the number of impacted workers, existing supports available and what other employment opportunities exist in the region.

We know that closures are significant events for local communities. The Authority will work with employers, unions and employees to minimise the impact of these closures on the local economy and community.

Early this year, the Authority conducted a formal consultation for Torrens Island B, a gas-fired power station in Adelaide due to close in June 2026. In June and July, we did the same for Eraring Power Station in the Hunter Valley, New South Wales, which is set to close in 2027.

Closures are significant events for local communities, Shankey said.

There is no doubt that the transition to net-zero is happening. It is well underway, especially in some of Australia’s key industrial regions.

The Authority will work across government and with employers, unions and communities in these regions to ensure that workers impacted by station closures have the support they need.

For more information, visit netzero.gov.au

Powering progress

Renewable energy is reshaping the distribution network. But a bright net-zero future hinges on a reliable electricity supply, and dependable power infrastructure is essential.

Power distribution doesn’t often make headlines, but it powers nearly every aspect of life and work. Whether it’s supporting vital healthcare equipment or running complex industrial systems, a reliable switchboard is often the di erence between seamless operation and costly disruption.

Decon Corporation has been manufacturing high-specification, high-current switchboards for more than 50 years, earning its place as a leading Australian name in power distribution. While the company is widely recognised for innovations like the Smart Power Cell and its Sodium Metal Chloride battery technologies, its switchboards remain central to some of the nation’s most vital systems.

Modern switchboards have evolved well beyond traditional power distribution units. Intelligent automation, real-time data, and integration flexibility are now standard expectations, not added extras. Today’s systems are designed not only for operational performance, but for long-term safety, visibility and adaptability.

With the rise of AI and its increasing power demands, switchboards are evolving to become more intelligent, e cient and integrated with broader energy management systems. They will need to handle higher power loads, potentially utilising more advanced materials and cooling technologies, incorporating highly sophisticated monitoring and control systems, leveraging AI for predictive maintenance and optimised power distribution.

Switchboards manufactured by Decon are built with this in mind. Each one supports a wide-range of automation technologies and can be integrated into existing digital infrastructure; whether in an urban control centre or a remote agricultural facility. That level of flexibility enables engineers and operators to manage power more e ectively and on their own terms.

Making the switch

Decon’s switchboards are in active use across industries where downtime isn’t an option. In healthcare, they support

critical medical systems with stable and redundant power. In retail, they provide consistent supply to refrigeration, lighting, and transactional systems. The transport and rail sectors rely on them for signalling, communications, and control operations.

In harsher conditions, such as mining and agriculture, durability becomes a key concern. The design and construction of Decon switchboards make them particularly suited to environments that demand resilience, reliability, and minimal intervention.

Meeting the needs of di erent industries means o ering not just performance, but adaptability. Decon’s modular switchboards are CNCfabricated and factory assembled, allowing consistent build quality and streamlined deployment. Built to 25mm standard increments, these systems can be easily integrated into new or existing infrastructure.

Key features include 2mm sheet metal construction, epoxy-coated exteriors, and zinc-coated internal panels. Systems accommodate both fixed and plug-in modules, ranging up to 630A for feeders and 6300A for incomers. Internal segregation into Bus, Cable, and Functional Unit zones enhances maintainability and safety

which are all crucial considerations for high-stakes operations.

Independent type testing underpins every unit, with compliance to AS/NZS 61439.1:2016 and arc fault containment up to 80kA. Temperature rise testing extends to 6300A, with test validation conducted by the Plus ES NATA Laboratory and detailed in Test Report 103953.

Beyond manufacturing, Decon’s o ering extends to lifecycle servicing, support that’s often overlooked in large infrastructure projects. Thermographic scanning helps detect early warning signs of component fatigue or failure, while circuit breaker maintenance and scheduled servicing ensure long-term operational reliability. Type testing for fault levels and arc containment is also available as part of its extended support.

With more than five decades of experience, Decon continues to shape the standard for switchboard manufacturing in Australia. Its reputation has been built not just on product quality, but on the deep technical knowledge and support that accompanies every project. In a sector where failure isn’t an option, dependable power infrastructure remains essential and Decon remains a key player in delivering it.

Crossing the generational gap

The energy transition is an evolution, not a revolution, and the key to delivering an a ordable, reliable, renewable power system is utilising the assets we already have. But how can you teach an old generator new tricks?

With the rapid growth and development of battery energy storage systems (BESS), staying ahead to meet the evolving customer needs in the hybrid market, can require the adaption of old and new technologies.

To help the industry overcome these challenges, a team of engineers at Tutt Bryant Power has prepared a series technical articles focused on integration of the old and new.

Good communication

According to these experts, if you are considering an o -gird hybrid power system, integrating a BESS with your existing generator will mostly likely be your best choice for both reliability and fuel e ciency, ultimately leading to a reduction in carbon emissions.

To form a reliable hybrid system, an e ective communication system is critical to ensure good interaction between BESS and generator. It o ers seamless load transitions, dynamic load sharing and reliable backup power.

Smart controllers can be found in both BESS and generator, continuously monitoring and managing the energy source in real-time. Key parameters like voltage, current, frequency and state of charge (SOC) in the BESS – along with engine data from the generator,

are monitored and recorded by their respective controllers.

If the controllers share the same communication protocols, most likely from the same brand and model, the BESS and generator can communicate and exchange data in a real-time when connected to form a hybrid system.

The controller within the BESS is typically designed as the central controller to manage the hybrid system.

It receives the data from the controller on generator and makes decisions for the engagement of generator. It can control simple starting and stopping of the generator for recharging the BESS; or more advanced conditions, optimising the power distribution between the BESS and the generator through synchronisation to meet for the actual load demand.

Unfortunately, not all generators have controllers suitable for communication with a BESS.

The team at Tutt Bryant realised this was a major barrier preventing the industry from reaping the full benefits of renewable energy, so the company supplies BESS systems with static transfer switch’s (STS), serving a crucial role under this circumstance.

The generator can be connected to the BESS through STS with the STS acting as the primary controller, allowing the hybrid system to seamlessly transition between power sources, from BESS to generator or vice versa.

It can also allow for the combination of power from both sources, increasing overall capacity or providing a means to manage power during peak demand.

The STS’s also has a bi-directional feature, allowing energy to flow into the BESS to charge up the battery whilst simultaneously discharging to the load. Under this arrangement, the generator is considered the primary power source and the BESS will subsequently engage to discharge during high power demand or be charged by the generator during low power demand. Where an STS is used, the recommended power rating of the generator is on average 70 per cent of the maximum loading. Communication between the controllers of BESS and generator provides optimised performance based on monitored data and predefined setting, while connection via an STS allows flexibility in the choice of generator for building a hybrid power system.

For more information, visit tuttbryantpower.com.au

Carbon offsets at the heart of net zero

By Carl Binning, Executive General Manager, Scheme Operations Division, Clean Energy Regulator

As the world races toward net-zero, Australia’s robust carbon systems and climate policies are setting a high bar for integrity and impact.

Australia is exceptionally positioned to manage the transition to a netzero economy.

People around the country want strong action to address the e ects of climate change. They also want to be informed about how the transition to net-zero is occurring, including the challenges and opportunities the transition will bring over the decades still to come.

We are blessed with an endowment of the natural resources required, including sun and wind for renewable energy generation. Australia’s extensive landscapes make it possible to cost-e ectively sequester and store carbon stocks in vegetation and soils.

We have an industry capable of harnessing the mineral resources required for new low-emissions technologies to support the transition. Our university and research sector support this with their vast intellectual capabilities.

These are all assets we can draw upon and can result in our economy being comparatively advantaged to make the net-zero transition.

Encouragingly, the potential economic benefits of the energy transition are now well understood and consistently raised in industry and stakeholder fora and in the media.

What is perhaps less appreciated is the strength and integrity of the nation’s carbon markets and their supporting institutions in facilitating the transition. Australia’s carbon markets are amongst the most robust in the world, thanks to our the strength of our institutions, the innovation we pursue and the creativity in the industry.

Australia is an active participant in global commitments to address climate change. In 2022, the Federal Government legislated a 2030 emissions reduction target of 43 per cent below 2005 levels in the Climate Change Act 2022, which aligns with its Net Zero Plan. Transparency of government programs and policies, and what businesses are doing with them, are critical to bringing all Australians along on the journey.

Over the coming year, the Federal Government will also consider its next commitment, the Nationally Determined Contribution (NDC) for 2035, based on the advice of the Climate Change Authority. The achievement of our ambitious

climate change targets requires strong policy infrastructure. Decarbonisation is complex with some sectors and industries having more cost-e ective technologies and tools to mitigate, abate and sequester carbon than others. Some sectors are also more easily regulated than others.

Ultimately, all sectors must play their role for Australia to achieve net-zero by 2050. However, in the transition, markets enable e cient carbon mitigation by allowing those who can easily reduce emissions trade with industries that are harder to abate or where technologies are yet to become cost e ective.

The ACCU Scheme

For example, in the case of industrial emissions, the reformed Safeguard Mechanism allows industrial facilities to either reduce emissions on site, to purchase excess emission reductions from other facilities (Safeguard Mechanism Credits) or to purchase Australian Carbon Credit Units (ACCUs) from other projects that have been registered and proven to have mitigated or sequestered carbon.

This market is underpinned by strong government regulation, established standards for integrity in accounting for carbon, and institutions including the Clean Energy Regulator (CER), which is responsible for verifying and accrediting carbon outcomes and the administration of the market.

Unlike international voluntary carbon o set schemes, Australian carbon markets are underpinned by a legislative framework and regulated by the Federal Government through the CER. Australia’s carbon market is highly regarded, particularly in comparison to other markets around the world, including those in Europe and the US.

Carbon o sets do need to have integrity – there needs to be evidence of actual and additional carbon abatement. While the scrutiny and improvement of government policies and programs are always welcome, unfortunately, there continues to be a campaign of misinformation and disinformation around the ACCU Scheme.

Allegations of a lack of integrity in the scheme have been taken very seriously and have faced thorough investigations. Through multiple independent reviews and thorough analysis, the overwhelming weight of evidence supports the administration and the integrity of ACCUs.

The ACCU Scheme provides incentives for a range of industry sectors and landowners to adopt new practices and technologies to reduce their emissions or store carbon.

ACCU Scheme projects can provide additional environmental and biodiversity benefits as well. For example, carbon-farming and net-zero practices can be used to improve water use and livestock production e ciency, restore ecosystems through the planting and regrowth of trees, and increase shade for livestock and habitats for threatened species.

Under the scheme, project proponents can be credited one ACCU for each tonne of carbon dioxide equivalent emissions they have stored, avoided, or reduced under a carbon crediting method. These ACCUs can be bought, traded or used to o set emissions via the carbon market.

Any assertions made that ACCUs do not represent genuine carbon abatement are incorrect. The CER only issues carbon credits where a project can demonstrate additional abatement.

In May this year, the CER released the first round of additional data published on the ACCU Scheme project register. This data includes each project’s crediting period start date and end date, and the start of the permanence period. More data has been published this year, including each project’s activities, any agents authorised to manage the project, and the models and measurement approaches used to calculate carbon abatement.

These changes give greater transparency to how ACCU scheme projects are run and regulated. Transparency and trust in our schemes are critical to unlocking investments and delivering both carbon abatement but also significant social, cultural and economic outcomes across Australia. Registered projects are subject

to independent audits to verify the abatement achieved. At least three independent audits are undertaken over the crediting period, providing an additional layer of assurance and reinforcing the integrity of the ACCUs issued.

All ACCU projects carry risks – for example in individual projects, trees may not grow, soils may not retain carbon, or emissions may not be captured. The CER’s role is to verify the actual abatement achieved. In simple terms, in a vegetation-based project, if the trees do not grow, the project is not credited. All projects are subject to multiple points of reporting, independent verification and in-field validation over their 25-year reporting period.

The e ectiveness and credibility of the ACCU Scheme has been proven repeatedly. There have been numerous independent reviews that have scrutinised the scheme and found it to be well administered and achieving genuine carbon abatement.

ACCUs and the Safeguard Mechanism

Safeguard Mechanism entities that fail to meet their emissions reduction targets must buy and then surrender ACCUs to o set additional emissions, or use Safeguard Mechanism credits which are not o sets. The CER will use its enforcement powers if a safeguard facility fails to manage excess emissions according to scheme rules.

The Safeguard Mechanism applies to 219 high-emitting facilities in the mining, oil and gas, manufacturing, transport and waste sectors, and is designed to work over the long-term to meet our emissions reduction targets while ensuring Australia remains competitive in a decarbonising world.

The scheme is a key driver of emissions reduction investment. It sets an upper limit, or baseline, on the emissions of each facility and commits each to reducing its baseline by 4.9 per cent each year from July 2023.

Using ACCUs to meet their compliance obligations under the Safeguard Mechanism allows facilities to access cost-e ective abatement, and enables them to transition to cleaner alternatives within realistic timeframes. It will inevitably become more financially savvy for facilities to reduce onsite emissions rather than rely on carbon o sets, which will become increasingly

scarce – and therefore, rise in price.

For example, a well-known airline’s short term decarbonisation pathway involves operational e ciency and electrification and includes implementing flight analytics to improve fuel optimisation, while also using 100 per cent renewable energy to power domestic group buildings. However, its long-term decarbonisation targets are reliant on the development of commercial sustainable aviation fuels, which are not yet economically viable due to current prohibitive costs and limited feedstocks. During this transition time, the airline can use ACCUs to o set its excess emissions whilst also electrifying parts of its business and improving operational energy e ciencies.

Safeguard Mechanism credits (SMCs) can be issued when a facility is emitting below its baseline.

These credits are designed to incentivise facilities to further reduce their emissions, and they give hard to abate sectors a way to meet their legislative obligations as they transition to low-emissions technologies that reduce emissions at the source.

Some high-emitting facilities are already implementing projects that will deliver improved emissions-intensity levels over the long- and short-term. Early action on these projects is key, as in many cases implementation and realisation of the desired emission reduction have long lead times, complex approval requirements or di cult workforce or supply chain considerations.

The CER’s April 2025 data from the first compliance year of the reformed Safeguard Mechanism shows the scheme is progressing well with

net emissions beginning to decline.

In addition to the information that has traditionally been published for safeguard facilities, such as annual emissions, baselines, and the number of ACCUs surrendered for a facility, the CER is now also required to publish additional data. This includes the amount of a facility’s emissions broken down by carbon dioxide, methane and nitrous oxide and the amount of ACCUs surrendered – if any – for compliance, broken down by the method under which the ACCUs were created.

A comparison of the ACCU methods used for safeguard surrender indicates these are broadly in line with the share of the methods in total holdings, including those accounts not associated with a safeguard entity. As would be expected, ACCUs that trade without a price premium were

favoured by entities seeking least cost compliance.

For safeguard facilities that surrender ACCUs equivalent to 30 per cent or more of their baselines, the facility must submit a statement explaining why it has not undertaken more on-site abatement activities.

Achieving-net zero presents significant technical, economic, and social challenges. Technologically, the transition requires rapid scaling of clean energy sources. Achieving net-zero is possible – but it requires unprecedented levels of innovation, cooperation, and sustained commitment. Federal Government policies and programs are in place and others continue to be implemented to help us reach this crucial goal.

Australia should be proud of the action being taken to meet its ambitious

climate targets. Our administrative systems and achievements in landbased carbon sequestration through the ACCU Scheme are genuinely world leading and only one of very few schemes that are backed by government regulation and assurance to ensure integrity. The Safeguard Mechanism is incentivising industry to reduce emissions and creates a market through which climate change action can be e ectively accelerated. We have the mechanisms to successfully transition our economy, and with the continued commitment of all stakeholders, the Australian economy will ultimately be the beneficiary of climate action.

For more information on the ACCU Scheme, Safeguard Mechanism and Australia’s carbon markets, visit www.cer.gov.au

Everllence’s integrally geared compressor for CCUS applications. Image: Everllence

Scaling carbon capture

As carbon capture, utilisation and storage gains real traction across the sector, e cient modular compression systems are enabling large-scale deployment and greater cost certainty.

Carbon capture, utilisation and storage (CCUS) is increasingly recognised as a critical technology in reaching global climate goals. The International Energy Agency estimates that more than 6Gt of CO₂ will need to be captured and permanently stored every year by 2050 to stay on a net-zero trajectory. To meet this target, solutions that are both technically robust and scalable are essential.

A key component of any CCUS value chain is CO₂ compression. High-performance integrally geared compressor (IGC) trains are now used in several large-scale carbon capture projects to pressurise CO₂ for transport and storage – often reaching pressures above 200bar. These systems must combine reliability, e ciency and adaptability to site-specific conditions.

A growing track record

A flagship project for CCUS in industry is located in Brevik, Norway, where Heidelberg Materials is capturing around 440,000t of CO₂ annually at its cement plant – the first of its kind in the world. The CO₂ is separated using an amine-based process, then compressed using an electrically driven RG 63-7 integrally geared compressor.

The liquefied CO₂ is transported to the Northern Lights storage site and injected beneath the North Sea seabed. Since entering full operation in 2025, the system has become a reference point for CCUS in the cement sector – one of the most emissions-intensive industries globally.

In Canada, the Quest facility continues to demonstrate long-term CO₂ sequestration from hydrogen production. Since commissioning in 2015, it has captured and stored close to 900,000t of CO₂ per year, using an RG 90-8 compressor train. This project contributed to building early confidence in industrial-scale CCUS infrastructure.

The Porthos project in the Netherlands represents a step change in volume and integration. Slated to start operations in 2026, the system will capture 2.5Mt of CO₂ annually from multiple emitters in the Port of Rotterdam and store it in a depleted gas field o shore. Compression will be handled by three RG 28-6 trains. Here, a shared infrastructure model is enabling economies of scale and faster deployment.

Flexibility for faster deployment

Recent developments increasingly rely on modular compression systems

to accelerate timelines, reduce costs and minimise site complexity. These standardised, skid-mounted units cover mass flows from 0.4 to 2.75Mt per annum and can be adapted to gas, liquid or supercritical CO₂. By simplifying logistics, installation and maintenance, they o er clear advantages, especially for geographically remote or logistically constrained projects.

With more than 20 active references and more than one million operating hours in CO₂ compression, the underlying technology has proven its maturity. Ongoing improvements – from digital simulation to compact impeller design – continue to increase performance while reducing lifecycle costs.

Industrial-scale CCUS is no longer a future vision – it is already operational in multiple sectors. As projects like Brevik, Quest and Porthos show, reliable and e cient compression systems are enabling real progress. Modular designs now o er a path to faster, broader adoption – supporting the global drive to decarbonise industry at scale.

For more information, visit everllence.com

20

UNITING GOVERNMENT & INDUSTRY TO ACCELERATE HYDROGEN DEVELOPMENT

This groundbreaking event will bring together influential leaders and visionaries from the hydrogen industry on a global scale, providing a unique platform for collaboration and innovation.

Gathering 3,000+ global hydrogen experts and industry pioneers, the two-day event will feature a strategic summit, a dynamic exhibition hosting over 100 exhibitors showcasing the latest advancements, technologies, and solutions in the world of hydrogen.

Join us in Sydney as we pave the way to a sustainable future, exploring the limitless potential of hydrogen and fostering meaningful partnerships.

DR. FIONA SIMON CEO Australian Hydrogen Council

HEAR FROM WORLD LEADERS INCLUDING

ISAAC HINTON Head of Australia Intercontinental Energy

SAM MORILLON MD Siemens Energy

DAMIAN DWYER Director External Affairs Low Emission Technology Australia (LETA)

Future-proofing the energy ecosystem

The sector is urgently rolling out new capital projects to meet increasing demand for new renewable energy, and digitising these projects from day one sets them up for long-term success.

Energy providers are constantly balancing the immediate pressures of network reliability with the longer-term need to expand capacity. To succeed, these providers must unlock significant e ciencies, utilise their workforce more e ectively, recruit new talent, and innovate in the design and execution of capital projects to ensure compliance with strict regulations and community impact requirements – all at an accelerated pace.

Attracting a new generation of talent

A digital-first approach can drive innovation within energy organisations while building long-term resilience.

A recent Autodesk study revealed that attracting and retaining talent is the third biggest challenge faced by utilities1, with 59 per cent of business leaders reporting that lack of access to skilled talent is a barrier to their company’s growth.

However, many respondents that considered themselves to be digitally mature reported improved talent acquisition and retention as a benefit of their digital transformation. This longitudinal study also highlighted that the sector’s leaders in general are feeling less prepared for future macroeconomic and geopolitical  hanges compared to 2024 – however, those at digitally mature organisations felt better prepared to handle unforeseen changes.

These companies are more likely to have increased investment in the past three years and experience above average performance.

By digitising every step of their processes, energy providers can gather the data necessary to future-proof their organisations, and regardless of where they stand on the digitisation journey, Autodesk is equipped to assist – from asset design through installation and operation.

A standardised digital approach across the supply chain enables e cient collaboration, better control over costs and timelines, and equips teams with the information needed to optimise every stage of infrastructure delivery. Ultimately, digitisation enhances operational e ciency and helps attract and retain talent.

Ado tin di it l rst ro h

More than a third of respondents in Autodesk’s study cited cost control and management as a major challenge for the sector – and as supply chains fluctuate, the risk of budget blow-outs only increases.

Interestingly, digitally mature utilities were 65 per cent more likely to diversify their supply chains – giving them a significant edge when it comes to resilience.

Critical energy projects also often involve numerous stakeholders and diverse solutions, and with so many moving parts, success hinges on strong collaboration. Utilising a common data environment (CDE) means centralising

all project information, eliminating isolated silos, and promoting collaborative work with both internal and external stakeholders. This single source of truth standardises data from varied sources, enabling interoperability, controlling access and versions, and reducing file conversions throughout the project lifecycle.

As even minor adjustments to a capital project can lead to missed targets or escalated expenses, providing each stakeholder with visibility into project-level data enables optimal decision-making at key project moments, ensuring work is completed on time and within budget. The ability to automate real-time analyses of projects allows for risk mitigation and rapid, clear communication of changes across project teams.

Better outcomes for all

Sustainability has become embedded in every aspect of the sector, and digitisation is paving the way.

Digital tools and collaborative ecosystems can enhance design, engineering, and manufacturing processes, driving more sustainable outcomes – and AI was reported as the top enabler of sustainability in Autodesk’s 2025 State of Design & Make stud. Through advanced design, visualisation and simulation, components and systems can be reengineered to optimise material usage, reduce environmental impact and lower operational carbon footprints.

Because a centralised platform

can connect all relevant stakeholders in a project, it also enables proactive safety management. This streamlines risk assessments, automates safety inspections, and ensures proper training and emergency preparedness. Actionable insights from the platform can help prevent incidents and ensure regulatory compliance.

Similarly, a dynamic digital model – or digital twin – of an asset network provides crucial data across all stages of an asset’s lifecycle. At the handover to asset management, an aggregated model linked to all project documentation can be integrated into connected systems. This forms the foundation of a digital twin, enabling operational readiness from day one.

By having single source of truth and comprehensive digital platform, energy providers can also reduce the risk of rework and compensation events.

With accurate data, obstacles in cost, materials and constructability can be prevented. Trend assessments can identify gaps early, preventing cost overruns or delays. This also minimises disagreements over monetising errors.

As regulatory obligations continue to evolve, data is set to play a crucial role in protecting organisations against compliance risks.

The complexity of regulatory frameworks makes it challenging to track every detail; but digitising data across the supply chain ensures accountability to energy regulators by storing and managing all necessary permits, licenses

and regulatory documentation in a centralised system.

Australia needs new renewable infrastructure now, and there’s no time to delay. By standardising data management systems and approaches across the ecosystem of delivery partners, the energy sector can increase e ciency, reduce errors and rework – and deliver these critical capital projects on time.

Adopting a digital approach from the very beginning also establishes a foundation of high-quality data for future projects, allowing key insights to be carried forward.

he ower o oll bor tion

Just as the delivery these major projects depends on collaboration between stakeholders, the team at Autodesk know first-hand that a successful digital transformation calls for more than just a supplier of technology – the sector needs a partner who can take that journey with them.

Autodesk provides full digital continuity with the right data at every stage of an asset’s lifecycle – from initial design and construction to ongoing operation and maintenance.

Whether the scope of a project spans internal departments or includes external partners, Autodesk’s goal is to enable stakeholders to collaborate e ciently and e ectively to ensure your project is delivered on time and on budget. Its solutions are design to o er a seamless flow of information and support long-term asset performance

and reliability. Autodesk also supports interoperability standards, facilitating smooth collaboration, data exchange and project coordination, reducing friction and enhancing productivity.

For more than a decade, Autodesk has been pioneering advanced AI to help the industry achieve more with less – and Autodesk is continuously advancing its AI o ering to enhance user experience in thinking, creating and innovating.

The sustainability of the energy sector is a shared commitment, and Autodesk is keen to not only play its part, but help its partners advance sustainable business practices and support employees to make positive impacts.

By empowering designers and makers, Autodesk helps you achieve sustainability goals and comply with environmental regulations.

Autodesk knows just what it takes to support energy providers as they navigate multiple priorities in a dynamic market. From transitioning to renewable energy sources to modernising infrastructure and integrating advanced AI technologies, the company’s extensive portfolio of solutions is purposefully designed to empower the sector to meet these challenges.

This deep understanding of the energy sector is what makes Autodesk your partner in digital transformation.

For more information, visit boards.autodesk.com/ anz-electric-utilities

Smarter skies

As Australia’s energy infrastructure evolves, innovation is playing an increasingly vital role in the design, construction and maintenance of critical assets.

Drone technology is transforming Australia’s energy future, and Enerven is at the forefront.

Across the country’s vast and varied landscapes, the company is advancing safety, e ciency and precision with its drone technology program.

From remote asset inspections to large-scale civil mapping and support for renewable energy projects, Enerven’s drone innovation connects communities and delivers smarter, safer infrastructure outcomes.

Enerven CEO, Richard Amato, said drone technology is just one of the ways the company continues to improve how it delivers for its clients. “It’s about enhancing safety, increasing

e ciency, and providing better data so our teams can make more informed decisions – faster,” he said.

Reaching new heights

Enerven’s in-house drone capability is changing the way infrastructure is planned and executed, with wideranging applications across high-voltage transmission, distribution, renewables and telecommunications.

High-resolution inspections of transmission lines, substations, battery systems and wind farms are now performed quickly and safely – without the need for shutdowns or working at heights. These flights generate condition reports and interactive dashboards, enabling proactive asset

management and reducing downtime.

“Our drone operations allow us to reach places that are di cult or dangerous for people,” Amato said. “Whether it’s inspecting a line in a bushfire-a ected zone or stringing cable across remote terrain, we can do it with minimal risk and maximum precision.”

The program also includes thermal imaging capabilities for solar farms and electrical assets, helping detect faults early and maintain optimal performance. Combined with advanced photogrammetry for terrain mapping, Enerven is delivering faster, more accurate outcomes on civil projects and construction sites.

Automation, scale and capability

Innovation underpins every aspect of the company’s drone o ering. Automated ‘drone-in-a-box’ solutions are now being used on greenfield construction sites, capturing daily or weekly progress and integrating CAD overlays to track development from start to finish.

In more challenging environments, Enerven’s heavy lift drones can transport equipment and perform line stringing – dramatically reducing manual labour and improving safety. With certified capabilities for night flying, bushfire response, and both extended and beyond visual line of sight (EVLOS and BVLOS) operations, the team is equipped to operate at scale in even the most remote conditions.

“Being able to operate safely under EVLOS and BVLOS approvals is critical,” Amato said. “It means we can cover more ground, gather more data, and deliver results faster – especially on the large-scale projects that define our national energy network.”

Driving the future

As Enerven supports the delivery of major infrastructure – from high-voltage substations to some of the largest battery energy storage systems in the country – its drone technology ensures that every stage of delivery is smarter, safer and more connected.

“Our drone program is a great example of how we bring innovation to life,” Amato said. “It’s not just about having the technology – it’s about using it in a way that creates real value for our clients and the communities we serve.”

Rooted in South Australia and operating nationally, Enerven’s commitment to advancing technology reflects its broader mission: delivering resilient infrastructure and leading Australia’s energy transition.

“We’re designing and building for the future,” Amato said. “Whether it’s renewable energy, telecommunications or grid upgrades, we’re focused on delivering infrastructure that’s smarter, faster, and built to last.”

For more information, visit energy.com.au

The people powering energy innovation

Energy sectors all over the world are racing to decarbonise – and as the market navigates this fundamental shift, the key to success is support from a team you can trust.

As the energy sector evolves, the demand for smarter, faster, and more reliable ways to operate has never been greater.

For companies at the forefront of generation and trading, innovation isn’t just about technology – it’s about unlocking e ciency, reducing risk, and enabling better decisions in a rapidly shifting market.

Across the industry, sophisticated software is transforming the way energy is scheduled, traded, and managed. From forecasting tools and compliance systems to complex outage scheduling and data visualisation, digital solutions are now the backbone of operational excellence.

But getting it right in a complex, evolving energy market is no small feat. The technology must adapt to unique market rules, integrate seamlessly with existing systems, and adapt as needs change. That’s why partnerships built on trust, agility and deep sector knowledge have become essential.

A long-term collaboration

Meridian Energy, one of New Zealand’s largest electricity generators, operates wind and hydro assets across the country – and its wholesale team are responsible for asset scheduling, real-time trading, and compliance works in one of the most complex electricity markets in the world.

More than a decade ago, Meridian partnered with YouDo to tackle the challenges of manual, error-prone processes and disconnected systems. Since then, the two companies have developed more than ten customised tools, each designed to streamline specific aspects of the wholesale team’s work.

Meridian Energy Chief Information O cer, Edna Maddocks, said the trust Meridian Energy placed in YouDo as a flexible, outcome-focused delivery partner underpinned their achievements.

“By aligning on hours, goals, and quality targets, YouDo contributed to

some of the most successful projects we ran for the wholesale team, and across Meridian,” she said.

According to YouDo Founder, Greig Robertson, this partnership began with dashboards providing clear, real-time operational insights.

“The first application we did for Meridian was a dashboard application and then a small trading tool,” he said.

“Then a few years after that, we developed an outage management tool and because that went really well, we were able to establish a repeatable process with them.”

Over time, this partnership expanded to include applications for generation asset control, outage scheduling, risk management, forecasting and marketfacing operations.

Mr Robertson explained that many of these solutions replaced labour-intensive spreadsheets with integrated, automated workflows.

“Spreadsheets are very prone to error and bugs and there’s no kind of formal process around testing them,” he said.

“Meridian were looking to redevelop their trading tools – but many energy traders like to have their own tools to suit their own way of doing things,

“What Meridian wanted was a suite of tools to make trading more repeatable by having a consistent set of tools and to move away from using spreadsheets.”

According to Meridian Energy Head of Wholesale Development, Sarah Smith, the consistency and usability of the applications is where YouDo really nailed it for Meridian. And the results were immediate: faster decisionmaking, improved compliance and e ciency gains that often paid back the investment within months.

The most recent project the two teams deployed together was a user interface for Meridian Energy’s Ruakākā BESS, which will be New Zealand’s first large-scale, gridconnected battery.

As the electricity systems of the world evolve, YouDo is seeing increasing opportunities to support new battery storage systems and virtual batteries.

“Batteries are small compared with hydro stations, but you need the same, if not more, brain power to trade them – and if we can help make the trading process simpler then that’s what we want to do,” Mr Robertson said.

For Mr Robertson, some of the most challenging projects the two companies delivered were also the most rewarding.

“A particular highlight was the project that we worked on for the financial transmission rights (FTR) market.

“It’s a very complicated area, but we developed a simple user interface with the Meridian team.

“I think taking something very complicated and turning it into a repeatable process where it’s going to make a di erence, and being able to see the benefit of that tool straight away is really rewarding for us.”

A partnership built for the future

As the energy market changed over the years, Meridian found itself in need of new solutions to accommodate that change, and bringing YouDo in as a partner on that journey allowed both companies to grow and innovate together.

Mr Robertson said that YouDo’s focus isn’t just to do one project per customer and then wash their hands of it. Technology is constantly evolving and your software needs to grow as your

business grows – and the key continuous innovation is longstanding collaboration.

“With a long-term partnership it’s all about trust,” he said.

“Meridian is putting its trust in us to take their requirements and turn them into something real. And we trust Meridian to interact with us and tell us where we’re going right as well as where we’re going wrong – and be honest about it.”

What sets this collaboration apart is how closely the teams work together. YouDo’s developers operate as part of Meridian’s project teams, following agile methods with daily stand-ups, sprints, and planning sessions to align every step of the way.

This approach allows for flexibility when priorities shift and ensures that tools are always designed to fit Meridian’s ways of working. As a result, YouDo can deliver value quickly –without compromising on quality.

Ms Maddocks explained that the flexible mentality that YouDo brings is what makes this partnership so instrumental.

“I think there’s an element of trust both from Meridian and YouDo sides –and it worked,” she said.

The custom-built tools developed through this partnership have given Meridian’s wholesale team the ability to navigate market complexity with clarity and speed. By automating processes and delivering realtime insights, the solutions have strengthened compliance, reduced administrative load and freed sta to focus on higher-value tasks.

With more innovation on the horizon, the relationship continues to evolve –ensuring Meridian remains competitive in a market where adaptability and foresight are key.

As the global energy sector powers towards a renewable future, technology alone isn’t enough to take us to net zero. It’s the combination of the right tools, the right people and the right partnership that truly powers innovation.

“We don’t have any di erent technology to anyone. We just really see the in value having people [work with each other] … and we want to let our customers shine,” Mr Robertson said.

“There’s no secret sauce for YouDo – we just try to go in there do a good job.”

For more information, visit youdo.io/au/home

atCompliance a crossroads

The energy regulatory landscape is in constant motion, and as the market evolves to accommodate new renewable generation, network operators need to act strategically.

Australia’s energy sector is undergoing profound transformation. The Industry Data Exchange (IDX), a centrepiece of AEMO’s Market Interface Technology Enhancement (MITE) initiative, marks a turning point in how participants exchange, manage and secure market data.

For network operators, the implications are clear: compliance is no longer just about ticking boxes – it’s about having the right technology foundations in place. The cost of regulatory change is rising, complexity is compounding and legacy systems are no longer fit for purpose.

Brave CEO, Peter Taylor, said that

this presents both a challenge and an opportunity.

“The challenge is to meet increasingly complex market requirements without overwhelming teams or budgets,” he said.

“But there’s also a real opportunity to create a modern, future-proof energy market that doesn’t leave anyone behind. And that means investing in platforms that don’t just meet today’s needs, but actively simplify operations and reduce cost-to-serve in the long run.”

The cost of compliance

For IT and regulatory leaders, the mandate is familiar: deliver secure, compliant systems that meet evolving

rules – on time, and within budget. But today’s environment is di erent.

Each new regulatory or market reform initiative such as the Metering Services Review (MSR), the introduction of Flexible Trading Arrangements (FTA) and Industry Data Exchange ( IDX) triggers downstream changes across multiple systems: market interfaces, CRMs, billing platforms and internal data repositories.

Even well-architected platforms can struggle to keep up. Compliance often becomes a cascade of rework, accumulating technical debt and frequent reactive changes to systems and processes – all while regulators demand greater transparency,

Brave’s Advanced Market Gateway is designed specifically for the Australian energy sector. Image: photostriker/stock.adobe.com

faster responsiveness and stronger security controls.

The cost of this is slowed delivery, diverted capital and growing operational overhead.

Complexity at the coalface

For market operations teams, the pain is equally real. Transactions don’t fail neatly. Orders stall, exceptions multiply, and root cause analysis often requires jumping between disconnected tools, spreadsheets and portals.

Australia’s energy markets are also some of the most unique in the world – not only do we have three entirely separate wholesale markets, but the way we sell, regulate and distribute

energy can vary considerably from state-to-state.

Mr Taylor said that network operators bear a unique load here.

“These essential service providers operate across electricity and gas, deal with diverse service types, and carry critical responsibilities like life support management and unmetered supply coordination,” he said.

“With the right systems, there’s a significant opportunity to simplify processes, bring information together in one place, and automate complex tasks – helping networks enhance e ciency, reduce risk and deliver even better service outcomes.”

Laying the groundwork for a smarter market

AEMO’s Industry Data Exchange (IDX) and Identity and Access Management (IDAM) initiatives promise to standardise and secure the flow of energy data across protocols, formats, and authentication methods. Together, they form a critical piece of infrastructure that underpins wider market reforms, including real-time services and tighter cyber security.

But, Mr Taylor explained that compliance with IDX can’t be achieved by bolting new requirements onto brittle legacy systems. Instead, it demands strategic investment in platforms that align with the future of the market.

“That’s why Brave developed a platform designed specifically for the Australian energy sector,” he said.

The Advanced Market Gateway platform is fully compatible with IDX standards – including payload formats, authentication and integration protocols. This means that networks adopting Brave’s solutions can avoid costly rework and are positioned to move seamlessly into the new exchange model.

Unlike global software adapted for local use, Brave is built exclusively for the Australian energy market. It supports all key market roles – LNSP, MDP, MC and more – across both electricity and gas, with deep integration into AEMO’s B2B and B2M frameworks.

The company saw a real need for a solution that helps Australian energy participants, especially networks, meet this moment, and Brave was designed to do more than just meet IDX compliance requirements – it’s transforming the way networks engage with the market.

Keeping everyone connected

For many Australians, it’s an inconvenience when the power goes out – but for some it can be life threatening. In the event of an outage, network operators must act quickly to protect their most vulnerable customers, but swift action depends on having accurate information readily available.

With the AEMC (and ESC) also now proposing new rules to protect these customers that rely on life-support, it’s absolutely critical that networks are equipped with the tools they need to act.

“Brave has dedicated module for life support in its Advanced Market Gateway platform, which includes

centralised registries, audit trails and automated reconciliation between retailers and networks,” Mr Taylor said.

“This reduces manual overhead and ensures compliance with lifecritical obligations.”

Brave’s deep abstraction of market complexity allows it to automate advanced workflows and reduce intricate, multi-step processes – like NMI allocations, new connections, and life support management – into simple API requests.

To do this, Brave orchestrates the underlying compliance, logic and state transitions behind the scenes.

It’s Standing Data Reconciliation (SDREC) module continuously compares internal records with AEMO’s authoritative data, automatically correcting discrepancies via CATS transactions. This means cleaner data, fewer errors, and reduced risk in billing and settlement.

Its user friendly interface provides easy to understand overviews of standing data including full history and industry business process workflows for both electricity and gas.

For networks managing streetlights and public infrastructure, Brave’s UMS module, which handles versioned asset data,

load calculation and compliance-ready reconciliation workflows – streamlining a traditionally high-friction process.

Solving tomorrow’s challenges

As the energy transition powers ahead, not only to networks need to expand, but they also need to accommodate evolving technology and the next generation of regulations.

To ensure that networks can scale up without added complexity, Brave’s tiered model (Gateway, Gateway Plus, Advanced) allows networks to choose the right level of abstraction based on their internal capabilities. As needs grow, so does the platform – without disrupting core systems.

Brave also provides compliance as a service, through its secure, Azure-based SaaS platform, Bravecloud. Hosted entirely within Australian regions, Bravecloud delivers 24/7 monitoring, high availability, and tenant-level isolation to safeguard sensitive market and customer data. By removing the burden of complex system upkeep, it’s designed to help networks meet regulatory obligations with confidence and minimise in-house maintenance overhead.

AEMO’s timeline for IDX transition is approaching fast – with decisions due

in 2025 and implementation to follow. Networks that prepare early can test, integrate, and de-risk before mandatory compliance kicks in.

But for Mr Taylor, the real incentive isn’t just compliance.

“It’s about using this moment to modernise operations, reduce long-term integration cost, and future-proof against ongoing regulatory churn,” he said.

Brave’s Advanced Market Gateway gives networks a clear path to do just that – with proven implementations, fast deployment (in as little as two weeks for core layers), and support from a local team deeply embedded in Australia’s energy sector.

“The energy market is becoming faster, more complex, and more regulated. But with the right platform, networks can meet compliance demands and simplify how they operate,” Mr Taylor said.

“Brave’s Advanced Market Gateway is designed to be a trusted partner for Australia’s energy market.

“This isn’t just a tech upgrade. It’s a strategic decision – one that determines whether your organisation is reactive, or ready.”

For more information, visit sales@braveenergy.com.au

658 888 | powergen@tuttbryant.com.au

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The journey towards energy transition is intricate and demanding, but AXA XL is committed to working alongside the industry to support a sustainable future.

Image: chris/stock/adobe.com

TInsuring Australia’s energy future

by Stephen Nguyen, AXA XL Head of Distribution, Australia

Australia’s energy sector is at a pivotal stage as it navigates the complex journey towards a more sustainable future.

he transition to cleaner energy sources is not just a necessity for environmental reasons, but also a significant opportunity for economic growth and innovation. Insurance will continue to be a fundamental enabler of the energy transition through the industry’s role as an investor, a supporter of innovation, and a provider of balance sheet protection.

A primary challenge in the energy transition is the substantial investment required for new technologies and infrastructure.

Due to the rapid pace of change, risks are becoming larger, more complex, and emerging at a faster rate. From an insurance perspective, this transition introduces new risks that must be managed e ectively.

Renewable energy projects come with their own set of challenges, including technological, regulatory, political, weather-related, operational, and supply-related risks. Insurers play a crucial role in mitigating these risks by providing coverage for financing, construction, operation and potential liabilities associated with renewable energy projects.

Despite the challenges, the energy transition presents numerous opportunities for growth and innovation in Australia, where we are seeing a reallocation of capital to support what will be a transformative shift.

The country is well-positioned to become a leader in renewable energy,

with abundant natural resources essential for renewable energy production, increasing investment in clean energy infrastructure, and public support for more sustainable practices.

AXA XL has been underwriting coverage for renewable energy projects, particularly solar, wind and hydro-electric operations, for some time now. We are actively working with clients to provide coverage for a wide range of renewable energy technologies and operations, from wind farms to hydrogen production, bioenergy, carbon capture and underground storage, among others.

To augment this commitment, AXA XL has established a dedicated local Energy Transition Practice, comprised of underwriters, claim managers, risk engineers, and client managers, all equipped with the necessary expertise to support our clients in their energy transition journey.

The industry is also capable of supporting captives in insuring risks that traditional insurers are either unable or unwilling to cover. Captives can provide insurance for risks where a ordable solutions are not available, such as losses from emerging technologies. By covering these risks within a captive, companies can also capture valuable data, which helps them better understand and manage these threats. This data-driven approach not only enhances risk management but also contributes to more informed

decision-making and strategic planning. Collaboration is key to the success of the energy transition. Governments, businesses and communities must work together to develop and implement e ective strategies for reducing emissions and promoting clean energy.

At AXA XL, we are working to forge partnerships with our clients, sharing best practices and resources. Cross-industry collaboration between insurers and our clients can continue to enhance our ability to assess, understand and underwrite advances in renewable energy technology.

The journey towards energy transition is intricate and demanding, but we are committed to working alongside the industry to support this transition.

As the world becomes increasingly interconnected and the climate continues to change, companies bear an even greater responsibility in creating healthy and habitable conditions for future generations.

Regulators, investors and consumers are urging companies to integrate meaningful sustainability objectives into their business strategies and operational models, particularly in Australia. This emphasises the crucial role of insurers in supporting the transition to renewable energy, managing emerging risks, and contributing to the collective e ort towards a more sustainable future for Australia.

For more information, visit axaxl.com

As the wind blows

It’s a transformative era for energy, but as the wind changes, it also brings about a new opportunity for Australia.

Australia is at a pivotal moment in its clean energy transition. With world-class wind and solar resources, the country has a unique opportunity to lead in renewable energy.

A new report from the Clean Energy Council (CEC) is making the business case for on o shore wind, finding that the industry could inject $15.2 billion into the Australian economy and attract $100 billion of capital investment, while creating ripple e ects throughout local economies.

The Winds of Opportunity report highlights the benefits of o shore wind to Australia’s energy mix and to the communities in which it will operate.

The analysis by Deloitte indicates that Australia could replicate successes achieved by leading o shore wind jurisdictions if it deploys o shore wind in a timely manner and at scale. Why offshore wind?

According to the report, a scaled 20GW o shore wind sector could boost Australia’s economy by up to $15.2 billion and create up to 5000 additional jobs. It could attract $100 billion of capital investment to Australia, supporting an industry that employs 7700 people per year and generates $16.9 billion in industry value add.

For Australia, o shore wind o ers a compelling solution to several energy challenges including complementarity, stability, scale and proximity to major

population and industrial centres.

In addition, the report suggests that o shore wind could provide reliable, renewable power that strengthens and futureproofs the Australian electricity grid by complementing onshore renewable generation during peak demand events

According to the report, the construction and operational phases of o shore wind present an important opportunity to deliver a just transition for up to 15 per cent of transitionexposed workers near o shore wind areas.

O shore wind development is also expected to benefit coastal communities, strengthen local maritime industries and spark broader regional economic development.

The report found Australia’s o shore wind industry is ready to make significant investment decisions but faces multiple headwinds that require government intervention.

The CEC said coordinated policy action will ensure that o shore wind projects get built with private investment. The report outlines four policy levers to prioritise in the next 12 months to overcome barriers and unlock investment, based on engagement with Australian developers and an analysis of mature o shore wind markets:

Overcome revenue uncertainty

Catalyse the national o shore wind industry through initial federal-state

co-investment of 4GW through the Victorian Contract-for-Di erence o shore wind auctions by 2028. Provide consistency on o shore wind aspirations

Pool funds and/or leverage existing programmes to lower capital costs of upgrades to enabling infrastructure and guarantee on-schedule delivery to underpin o shore wind projects. Minimise project delays

Improve the competitiveness of Australia’s development environment by identifying e ciency gains for permitting and approvals. Incorporate industry feedback and learnings from the implementation of the new regulatory framework for o shore wind. Partner for progress

Work with the CEC as the national industry body to design and deliver a national o shore wind strategy. The CEC said that Australia’s o shore wind industry is at a critical juncture, with a sizeable portfolio of projects on the cusp of crucial investment decisions, and the report cites a short – but achievable – window for Federal and state governments to act together with industry.

The report highlights that o shore wind presents a once-in-a-generation opportunity for Australia. Coupled with decisive action and clear and coordinated policy, it presents a pathway to decarbonise the grid, create jobs, revitalise regional economies, and support new green industries.

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Rising to the occasion

A successful energy transition cannot be delivered in isolation, and embracing the winds of change requires global collaboration.

On 17 July 2025, more than 8000 industry professionals from around the world came together at the Melbourne Conference and Exhibition Centre (MCEC) for one of the wind industry’s most anticipated events.

Australian Wind Energy is the largest onshore and o shore wind energy event in the country.

It o ers platform for industry stakeholders from across the entire wind value change to exchange insights, forge valuable connections, and close major deals. But Australian Wind Energy is more than just a conference – it’s the place where critical decisions are made and valuable partnerships are formed.

Inspiring progress

More than 200 industry professionals took the stage to share their insights at Australian Wind Energy 2025 – and it presented a rare chance for more than 40 countries to connect, collaborate and catalyse progress.

Ahead of the main event, the Port of Hastings Corporation hosted delegates for a tour of the proposed site for the Victorian Renewable Energy Terminal – a dedicated assembly port to support the construction of Victoria’s first o shore wind farms.

Here, attendees met with the project team to shine a spotlight on the key role the Victorian Renewable Energy

Australian Wind Energy is platform for professionals across the entire wind value change to exchange insights and forge valuable connections. Image: Tobias Arhelger/stock.adobe.com

Terminal is to set to play in establishing Australia’s o shore wind industry.

Continuing this theme, O shore Infrastructure Regulator CEO, Sue McCarrey, kicked the first day o with a keynote on how the safety leadership can be embedded in Australia’s future o shore wind sector.

For Ms McCarrey, safety leadership starts from day one, and a proactive, safety-first culture is the foundation for sustainable industry growth.

“While Australia’s o shore wind is still in its infancy we have an opportunity to get the fundamentals right now,” she said.

The Scottish Government also phoned in, with Cabinet Secretary for Constitution, External A airs and Culture, Angus Robertson, highlighting the opportunities and challenges both our countries share in the energy transition.

“Scottland and Australia share opportunities,” he said.

“By learning from each other we can speed up net zero progress.”

We also heard from Energy Policy WA Assistant Coordinator of Energy, Tim Bray, on how we can harness Western Australia’s world-class wind energy resources to build a sustainable future; VicGrid CEO, Alistair Parker, on the progress of Victoria’s renewable energy zones and o shore wind; and EnergyCo Executive Director, Technical Advisory Services, Andrew Kingsmill,

on optimising New South Wales’ wind projects for grid integration.

After lunch, Nexa Advisory Founder and CEO, Stephanie Bashir, brought some of the sector’s brilliant minds together for a panel discussion on how Australia can firm its emerging wind generation capabilities.

Transgrid General Manager of Innovation and Energy, Fiona Orton; Goldwind Australia Director, John Titchen; AusNet General Manager Contestable Connections, Richard Pawlik; Western Power Head of Major Customer Decarbonisation, Carla Basden; and Aula Energy CEO, Chad Hymas, joined Ms Bashir on stage to dive into the heart of Australia’s renewable energy transition.

At the Sustainability and Diversity gala dinner, Victorian Minister for Energy, Environment and Climate Change, Lily D’Ambrosio, closed o the day with an impactful keynote on why diversity, equity, and inclusion must be at the heart of the energy transition.

For Ms D’Ambrosio, the future of energy is being shaped now through innovation collaboration, and unwavering commitment.

Australia Wind Energy will be back in 2026 from 8–9 July, and registrations are open now.

For more information, visit windenergyaustralia.com/registration

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Mortlake BESS kicks goals

Origin Energy has taken yet another step forward in the delivery of the large-scale battery at Mortlake Power Station, with two purpose-built 200t transformers arriving on-site.

Each transformer, measuring around 9m long and 2.5m wide, can handle up to 180MVA of electrical load. When installed within the Mortlake Terminal Station, they will play a crucial role in converting the battery’s stored energy to a higher voltage, allowing it to be e ciently transmitted into the electricity network.

Transporting the transformers was a significant logistical e ort carried out over two weeks, with the first unit delivered to site on 29 July and the second arriving two days later.

Origin Project Director, Paul Farnworth, said that the delivery of these massive components marked an important milestone for the project.

“The160km journey from the Port of Geelong to Mortlake Power Station required a 16-axle platform trailer to support the heavy load. Three prime movers – one pulling from the front and two push trucks at the rear – ensured a safe and controlled move,” he said.

“On arrival they were positioned onto their designated concrete pads within the switchyard, which is being extended as part of broader upgrades to accommodate Origin’s new battery energy storage system.”

The Mortlake battery will have a capacity of 300MW and be capable

of running at full capacity for around two hours, helping to firm variable renewables supply and maintain reliable power for customers.

The large-scale battery project will support further renewable development by charging during the day when energy sources from wind and solar generation are plentiful, then discharging into the grid during peak demand periods.

“Both purpose-built transformers will compliment 62 smaller transformers, 1044 battery enclosures and 116 inverters, collectively managing the charging and discharging processes,” Mr Farnworth said.

“We continue to target commercial operations for the Mortlake battery late in 2026.”

Latest GenCost report published

CSIRO and the Australian Energy Market Operator (AEMO) have released the final 2024–25 GenCost Report, which includes updated cost estimates for new generation technologies.

The GenCost report provides cost data for a range of new-build electricity generation technologies to support electricity system modelling and planning. While some technologies are more cost-e ective than others, a mix of technologies will be required to ensure system reliability and flexibility over the long term.

The report found renewables (wind and solar) backed by storage and transmission remained the lowest-cost new-build electricity generation technologies.

Gas with carbon capture and storage (CCS) and large-scale nuclear are the next lowest cost options, but as neither are currently deployed for electricity generation in Australia, they could be subject to longer lead times and first-of-a-kind premiums.

Small modular nuclear reactors (SMRs) remain the highest cost option, even with new data from Canada’s Darlington project. This represented the first commercial-scale benchmark from a western country and fell within the range previously projected by GenCost.

CSIRO Director of Energy, Dietmar Tourbier, said GenCost is Australia’s most comprehensive source of electricity generation cost projections, supporting evidence-based decisions across the sector.

“GenCost delivers transparent, independent cost estimates that feed directly into electricity system modelling and investment planning,” Dr Tourbier said.

“We refresh forecasts annually using the best available data at the time to ensure GenCost reflects current market conditions and remains a trusted benchmark.”

“By drawing on expert input from across the electricity sector, GenCost reinforces CSIRO’s role as a neutral source of scientific insight to help guide Australia’s energy transition,” he said.

CSIRO Chief Energy Economist and GenCost lead author, Paul Graham, said fewer submissions were received in the stakeholder consultation process than in previous cycles, but reflected a broader range of perspectives.

“Most input we received focused on technologies already in development or under construction, such as pumped hydro, wind, solar photovoltaics (PV), gas, solar thermal and electrolysers,” Mr Graham said.

“The strength of GenCost lies in collaboration. We depend on the deep

expertise of the electricity industry because no single organisation can track every technology in detail.”

Following consultation, cost projections for most technologies have been revised upwards, despite continued declines in solar PV and battery costs. Key drivers of these changes include:

•New data indicating sustained long-term increases in Australian construction costs

•Inclusion of work camp costs in capital estimates for future wind projects

•Market intelligence suggesting global gas turbine supply may lag demand in coming years

•An increase in capital financing rates to align with assumptions in other major studies

AEMO Executive General Manager System Design, Merryn York, said GenCost is one of several key reports that help support Australia’s energy system planning.

“AEMO supports the CSIRO, as the author of the GenCost report, by commissioning current generator capital cost estimates,” Ms York said.

“We’ll use the capital costs for generation and storage from GenCost in the upcoming Draft Integrated System Plan in December.”

Industry movements

DEECA

After almost eight years in the position, Victorian Department of Energy, Environment and Climate Action (DEECA) Secretary, John Bradley, has resigned from the role.

When making the announcement, Victorian Minister for Energy and Resources, Climate Action and the State Electricity Commission, Lily D’Ambrosio, thanked Mr Bradley for his service.

“Mr Bradley has been integral to delivering significant policy outcomes for the Victorian Government, including overseeing the transition of Victoria’s energy sector and taking nationleading climate action,” she said.

“His leadership has helped transform the state, from recycling to water management and supporting selfdetermination for First Peoples.”

Mr Bradley will remain in the role until the end of September and will work with the Secretary of Department of Premier and Cabinet to help ensure an e ective transition.

Horizon Power

Horizon Power appointed a new Acting Chief Executive O cer (CEO) following the announcement that Stephanie Unwin would leave the organisation to pursue a new position.

Krystal Skinner has stepped into the role, bringing with her more than 17 years of experience in the energy sector.

Ms Skinner has been a key member of Horizon Power’s executive leadership team since early 2020, most recently as the Executive General Manager, Remote Communities. The utility said her strong understanding of regional energy needs and customerled innovation means she is ideally placed to lead the business. Energy

Powerlink

After five years at the helm, Powerlink Queensland Chief Executive, Professor Paul Simshauser, has announced his retirement from the role.

Prof Simshauser said when he joined Powerlink in 2020 he had with clear goals in mind – which includes returning the utility to a high growth environment and harnessing its worldclass power system planning skills to help guide the market transformation.

His focus was also on ensuring Powerlink’s employees were ready for and engaged in the complexity of the transformation ahead of Queensland.

“Above all, I wanted Powerlink’s people to be very clear that we are here to serve Queenslanders in everything we do,” Prof Simshauser said.

“Over the past five years, I’ve witnessed extraordinary commitment to those objectives and I leave with full confidence in the direction we have now charted.”

Prof Simshauser will finish in mid-November 2025 to do a short university research stint before returning to the private sector at a later stage.

Synergy

Kurt Baker has o cially been appointed CEO of Synergy following a successful period as Acting CEO.

Mr Baker brings more than three decades of experience in the energy sector and has led Synergy through a period of significant transformation and delivery. The utility said his appointment reflects the board’s confidence in his leadership and the

strategic direction already in motion.

“I look forward to continuing our work to deliver reliable, accessible and sustainable energy for Western Australians,” Mr Baker said.

Transgrid

Transgrid will farewell one of the energy industry’s most experienced executives, with the utility’s Executive General Manager of Network, Marie Jordan, set to retire at the end of the year.

The utility said Ms Jordan has played a pivotal role in accelerating Australia’s renewable energy transition and the nation’s journey to net-zero, capping o an extraordinary international career at the forefront of electricity reliability and innovation over the last 40 years.

“We will miss Marie’s leadership and presence, which have really helped shape our approach to the transition,” Transgrid CEO, Brett Redman, said. “Marie will always be part of the Transgrid family and we wish her all the very best for a fulfilling and welldeserved retirement.”

Western Power

Western Australian Energy and Decarbonisation Minister, AmberJade Sanderson, announced a key appointment to Western Power’s board.

Former Western Australian Under Treasurer and distinguished public servant, Michael Barnes, will step up as the utility’s Deputy Chair as the state powers toward a renewable future.

The Western Australian Government said that Mr Barnes’ 11 years of experience as the state’s Under Treasurer makes him uniquely suited to drive Western Power through this critical period in the state’s energy transition.

Transitioning Australia to a clean energy future

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