{ "entity_id": "S-ACT-028", "folder": "Evoenergy", "name": "Evoenergy", "type": "State-Owned Corporation", "jurisdiction": "ACT", "portfolio": "Energy", "website": "https://www.evoenergy.com.au/", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 6, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "To attain this vision, ActewAGL and Evoenergy will work together to empower and connect communities through our operations, creating more employment and commercial opportunities, providing a respectful and equitable workplace and accepting the history and heritage of First Nations peoples as part of our way of working and company culture.", "official_site_url": "https://www.evoenergy.com.au/", "source_documents": [ { "type": "strategie", "title": "Reconciliation Action Plan (RAP)", "url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "To attain this vision, ActewAGL and Evoenergy will work together to empower and connect communities through our operations, creating more employment and commercial opportunities, providing a respectful and equitable workplace and accepting the history and heritage of First Nations peoples as part of our way of working and company culture.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 8, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=8" }, "vision": { "text": "In a just, equitable and reconciled Australia, First Nations peoples will have the same opportunities to work and live in our community and access energy supplied by ActewAGL and Evoenergy.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 8, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=8" }, "strategic_priorities": [ { "title": "Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and org", "description": "Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 11, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11" }, { "title": "Build relationships through celebrating National Reconciliation Week (NRW).", "description": "Build relationships through celebrating National Reconciliation Week (NRW).", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 11, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11" }, { "title": "Promote reconciliation through our sphere of influence.", "description": "Promote reconciliation through our sphere of influence.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 11, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11" }, { "title": "Promote positive race relations through anti-discrimination strategies.", "description": "Promote positive race relations through anti-discrimination strategies.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 11, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11" }, { "title": "Increase engagement with First Nations People regarding energy equity and the energy transition.", "description": "Increase engagement with First Nations People regarding energy equity and the energy transition.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 11, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11" }, { "title": "Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge an", "description": "Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 13, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=13" }, { "title": "Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.", "description": "Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 13, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=13" }, { "title": "Integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship", "description": "Integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 14, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=14" }, { "title": "Increase employment opportunities and improve employee experience for First Nations peoples through our Diversity, Equit", "description": "Increase employment opportunities and improve employee experience for First Nations peoples through our Diversity, Equity and Inclusion strategy.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 15, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=15" }, { "title": "Increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the Act", "description": "Increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 16, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=16" }, { "title": "Establish and maintain an effective RAP Working Group (RWG) to drive governance of the RAP.", "description": "Establish and maintain an effective RAP Working Group (RWG) to drive governance of the RAP.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 17, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=17" }, { "title": "Continue our reconciliation journey by developing our next RAP.", "description": "Continue our reconciliation journey by developing our next RAP.", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 17, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=17" } ], "values": [ { "name": "empowerment", "description": "", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": null }, { "name": "equity", "description": "", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": null }, { "name": "engagement", "description": "", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": null }, { "name": "awareness", "description": "", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": null }, { "name": "respect", "description": "", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": null }, { "name": "inclusion", "description": "", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": null }, { "name": "sustainability", "description": "", "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Employment and Community Engagement", "description": "To increase employment opportunities and improve employee experience for First Nations peoples through our Diversity, Equity and Inclusion strategy, and to increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program.", "activities": [ "Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention and professional development.", "Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes.", "Increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program." ], "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 15, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=15" }, { "name": "Outcome 2: Cultural Respect and Reconciliation", "description": "To increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning, and to build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.", "activities": [ "Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.", "Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week." ], "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 13, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=13" }, { "name": "Outcome 3: Environmental Stewardship and Cultural Respect", "description": "To integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect.", "activities": [ "Integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect." ], "source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "source_page": 14, "source_deep_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=14" } ], "performance_measures": [ { "code": "RAP01", "measure": "Number of staff participating in cultural learning", "target": "100%", "latest_result": "80%", "status": "Partially achieved", "target_source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "target_source_page": 13, "result_source_url": "", "result_source_page": 13 }, { "code": "RAP02", "measure": "Percentage of Aboriginal and Torres Strait Islander employees", "target": "10%", "latest_result": "8%", "status": "Partially achieved", "target_source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "target_source_page": 15, "result_source_url": "", "result_source_page": 15 }, { "code": "RAP03", "measure": "Number of Aboriginal and Torres Strait Islander businesses engaged", "target": "5", "latest_result": "3", "status": "Partially achieved", "target_source_url": "https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf", "target_source_page": 16, "result_source_url": "", "result_source_page": 16 } ], "document_alignment_terms": { "must_support": [ "To attain this vision, ActewAGL and Evoenergy will work together to empower and connect communities through our operations, creating more employment and commercial opportunities, p", "In a just, equitable and reconciled Australia, First Nations peoples will have the same opportunities to work and live in our community and access energy supplied by ActewAGL and E", "Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations.", "Build relationships through celebrating National Reconciliation Week (NRW).", "Promote reconciliation through our sphere of influence.", "Promote positive race relations through anti-discrimination strategies.", "Increase engagement with First Nations People regarding energy equity and the energy transition.", "Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.", "Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.", "Integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect." ], "watch_terms": [ "Number of staff participating in cultural learning", "Percentage of Aboriginal and Torres Strait Islander employees", "Number of Aboriginal and Torres Strait Islander businesses engaged" ], "avoid_claiming_without_evidence": [] }, "review_note": "Structured strategy exists but is incomplete." }, "strategy_brief_md": "# Evoenergy — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf)\n\n## Vision\n\n> In a just, equitable and reconciled Australia, First Nations peoples will have the same opportunities to work and live in our community and access energy supplied by ActewAGL and Evoenergy. [[CP p.8](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=8)]\n\n## Our purpose / purposes\n\n> To attain this vision, ActewAGL and Evoenergy will work together to empower and connect communities through our operations, creating more employment and commercial opportunities, providing a respectful and equitable workplace and accepting the history and heritage of First Nations peoples as part of our way of working and company culture. [[CP p.8](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=8)]\n\n## How we deliver\n\n> We aim to increase awareness and understanding of First Nations peoples’ diverse cultures and histories, while actively collaborating for positive outcomes. Our commitment to equity, rather than mere equality, empowers First Nations individuals, and we recognise our social responsibility for authentic engagement and consultation. At ActewAGL and Evoenergy, every employee should be well-informed about our reconciliation efforts, demonstrating these values daily. [[CP p.8](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=8)]\n\n## Government priorities for this department\n\n- Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations. [[CP p.11](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11)]\n- Build relationships through celebrating National Reconciliation Week (NRW). [[CP p.11](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11)]\n- Promote reconciliation through our sphere of influence. [[CP p.11](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11)]\n- Promote positive race relations through anti-discrimination strategies. [[CP p.11](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11)]\n- Increase engagement with First Nations People regarding energy equity and the energy transition. [[CP p.11](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=11)]\n- Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning. [[CP p.13](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=13)]\n- Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week. [[CP p.13](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=13)]\n- Integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect. [[CP p.14](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=14)]\n- Increase employment opportunities and improve employee experience for First Nations peoples through our Diversity, Equity and Inclusion strategy. [[CP p.15](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=15)]\n- Increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program. [[CP p.16](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=16)]\n- Establish and maintain an effective RAP Working Group (RWG) to drive governance of the RAP. [[CP p.17](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=17)]\n- Continue our reconciliation journey by developing our next RAP. [[CP p.17](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=17)]\n\n## Outcomes\n\n### Outcome 1: Employment and Community Engagement\nTo increase employment opportunities and improve employee experience for First Nations peoples through our Diversity, Equity and Inclusion strategy, and to increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program. [[CP p.15](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=15)]\n\n**Key activities:**\n- Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention and professional development.\n- Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes.\n- Increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program.\n\n### Outcome 2: Cultural Respect and Reconciliation\nTo increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning, and to build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week. [[CP p.13](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=13)]\n\n**Key activities:**\n- Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.\n- Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.\n\n### Outcome 3: Environmental Stewardship and Cultural Respect\nTo integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect. [[CP p.14](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=14)]\n\n**Key activities:**\n- Integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect.\n\n## Values and principles\n\n_Reconciliation Action Plan_\n\n- empowerment\n- equity\n- engagement\n- awareness\n- respect\n- inclusion\n- sustainability\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| RAP01 | Number of staff participating in cultural learning | 100% | [CP p.13](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=13) |\n| RAP02 | Percentage of Aboriginal and Torres Strait Islander employees | 10% | [CP p.15](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=15) |\n| RAP03 | Number of Aboriginal and Torres Strait Islander businesses engaged | 5 | [CP p.16](https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf#page=16) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| RAP01 | Number of staff participating in cultural learning | 80% | Partially achieved | AR p.13 |\n| RAP02 | Percentage of Aboriginal and Torres Strait Islander employees | 8% | Partially achieved | AR p.15 |\n| RAP03 | Number of Aboriginal and Torres Strait Islander businesses engaged | 3 | Partially achieved | AR p.16 |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Evoenergy - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T23:04:40.025380+00:00\n**Entity ID**: S-ACT-028\n**Entity type**: State-Owned Corporation\n**Jurisdiction**: ACT\n**Portfolio**: Energy\n**Website**: https://www.evoenergy.com.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| other-pdfs | 5 |\n| pages | 5 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 5]\nTable of Contents\nForeword 9\nIntroducing Evoevergy 10\nPurpose of this Report 10\nExecutive Summary 11\nTransforming our Business for the Future 11\nWorking with Stakeholders on Solutions 21\nChapter Overview 22\nChapter 1: Stakeholder Engagement 23\n1.1 Engagement in Broad-Based Demand Management Programs 25\n1.2 Engagement in a Targeted Initiative 25\n1.3 Engagement in a Regulatory Investment Test 28\n1.4 General Feedback and Suggestions 30\nChapter 2: About Evoenergy 31\n2.1 Introduction 31\n2.2 Evoenergy’s Physical Environment 33\n2.3 Regulatory Environment 36\n2.4 Factors Impacting Future Network Development 37\nChapter 3: Asset Lifecycle Management 44\n3.1 Asset Management Approach and Components 44\n3.2 Network Planning Methodology 46\n3.3 Risk Based Probabilistic Planning 46\n3.4 Management of Existing Assets 48\n3.5 Maintenance Planning 49\n3.6 Annual Planning Report (This Document) 50\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n- Evoenergy’s Service voltage fluctuations and flicker in public low-\nand Installation Rules describe the applicable voltage supply systems, for equipment with\npower quality design and operating criteria rated current 16 A per phase and not subject\nthat must be met by our consumers. to conditional connection\nOptimisation of network power quality • Harmonic content of voltage and\nimproves customer outcomes and enhances current waveforms- IEC TR 61000.3.6\nasset lifetimes due to reductions in operating Electromagnetic compatibility (EMC) - Part\nstresses (e.g. lower transformer iron losses 3-6: Limits - Assessment of emission limits\nand resultant heating from harmonic voltage for the connection of distorting installations\ndistortion) and can allow the full potential life to MV, HV and EHV power systems\nof electrical appliances to be realised.\n• Flicker- IEC TR 61000.3.7 Electromagnetic\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- [Page 4]\nTable of Contents\nAnnual Planning 1\nList of Figures 5\nList of Tables 7\nExecutive Summary 10\nTransforming Our Business For The Future 10\nEvoenergy Snapshot 11\nWorking With Stakeholders On Solutions 19\nChapter Overview 20\nChapter 1: Opportunities For Interested Parties 21\n1.1 Engagement In Broad-Based Demand Management Programs 23\n1.2 Engagement In A Targeted Initiative 23\n1.3 Engagement In A Regulatory Investment Test 26\n1.4 General Feedback And Suggestions 28\nChapter 2: About Evoenergy 29\n2.1 Introduction 29\n2.2 Evoenergy’s Physical Environment 31\n2.3 Regulatory Environment 34\n2.4 Factors Impacting Future Network Development 35\nChapter 3: Asset Life Cycle Management 42\n3.1 Asset Management Approach And Components 42\n3.2 Network Planning Methodology 44\n3.3 Risk Based Probabilistic Planning 44\n3.4 Management Of Existing Assets 46\n3.5 Asset Maintenance 48\n3.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- [Page 6]\nFigure 8 Evoenergy’s Transmission Network Dec 2022 - Geographic Representation 32\nFigure 9 Evoenergy’s Existing And Future Transmission Network - Schematic Representation 33\nFigure 10 Utility Regulation Framework - Main Elements 34\nFigure 11 Towards The Future Network 38\nFigure 12 Asset Management And Network Planning - Overview Of Key Artefacts 43\nFigure 13 Overview - Probabilistic Risk-Based Investment Decisions 45\nFigure 14 Optimising Asset Retirement And Renewal - An Overview 47\nFigure 15 Annual Planning Review - Outline Of The Process 49\nFigure 16 SAIDI - Unplanned Interruptions Per Consumer (Minutes Per Consumer Per Year) 50\nSAIFI - Unplanned Interruptions Per Consumer (Number Of Interruptions Per Consumer\nFigure 17 51\nPer Year)\nFigure 18 Power Quality Enquiries And Complaints By Financial Year 53\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n\n### Role and Functions\n\n- [Page 72]\n6.1.2 Portfolio Strategy • Asset Failure Modes – Assessing how assets\ncan fail, the likelihood and consequences\nEvoenergy prepares asset portfolio of failure (FMECA - Failure Mode, Effects\nstrategies (APS) in alignment with the asset & Criticality Analysis) to forecast the risk\nmanagement policy, strategy, and objectives. associated with our assets facilitating\nOur APSs address groups of assets and are reliability centred maintenance to our\ngrouped by asset type and delivery portfolio. assets.\n• Asset Class Strategy – outlines the optimal\nTo maximise value for consumers from\nasset class lifecycle strategy and alternative\nour assets over the entire asset lifecycle,\noptions considered.\nour APSs consider:\n• Asset Health and Expenditure – forecasts\n• Asset Class Overview – describes the asset expenditure (capital expenditure and\n Source: `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)`\n- [Page 74]\n6.1.2 Portfolio Strategy • Asset Failure Modes – Assessing how assets\ncan fail, the likelihood and consequences\nEvoenergy prepares asset portfolio of failure (FMECA - Failure Mode, Effects\nstrategies (APS) in alignment with the asset & Criticality Analysis) to forecast the risk\nmanagement policy, strategy, and objectives. associated with our assets facilitating\nOur APSs address groups of assets and are reliability centred maintenance to our\ngrouped by asset type and delivery portfolio. assets.\n• Asset Class Strategy – outlines the optimal\nTo maximise value for consumers from\nasset class lifecycle strategy and alternative\nour assets over the entire asset lifecycle,\noptions considered.\nour APSs consider:\n• Asset Health and Expenditure – forecasts\n• Asset Class Overview – describes the asset expenditure (capital expenditure and\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- [Page 72]\n• Continuing focus on aging network assets • Asset Class Overview – describes the asset\nparticularly to identify increased risk of type, its function, population of assets and\nfailure of critical assets data sources available to develop the plan.\n• The risk profiles of key asset groups • Service and Performance – outlines the\nare revised upwards (e.g. underground service and performance requirements\ndistribution cables and zone substations and monitoring needed to meet the asset\nswitchboards) management objectives.\n• Reliability risk remains a dominant driver for • Asset Failure Modes – Assessing how assets\ninvestment for most asset classes can fail, the likelihood and consequences\n• For selected asset classes (e.g. switchboards, of failure (FMECA - Failure Mode, Effects\nearthing), the dominant risk driver is safety & Criticality Analysis) to forecast the risk\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n- It\n• Would see the NEM with a total of 120\naims to minimise costs and reduce the risk\ngigawatts (GW) of grid-scale wind and solar,\nof events that can adversely impact future\n40 GW of grid-scale storage and hydro, 14\npower costs and consumer prices, while also\nGW of flexible gas-powered generations and\nmaintaining the reliability and security of\nan additional 6,000 km of transmission.\nthe power system.\n• Would see significant reductions to\nThe Draft 2026 ISP addressed the challenges consumer benefits if both near and longer-\nof Australia’s rapidly changing energy system term delivery constraints delay the ODP.\nhighlighting the impacts of coal-fired power\nWhile the ODP focuses on grid-scale\nstations retiring and being replaced with a\ninvestments, the Draft 2026 ISP acknowledges\ncombination of renewable energy, storage and\nthe role of the distributor, outlining that\ngas-powered generators.\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n- [pages 46,47,48]\nperational technology, Information\nCommunication, Etc. technology, Fleet & plant, Formal Safety\nAssessments, Vegetation management,\nBushfire management\nEnabling systems elements Enabling systems elements\nAsset Portfolio Strategies Project justification reports\nAsset data & records Quality of supply strategy\nDemand forecast Reliability strategy\nDSM strategy Sustainability strategy\nFuture networks Workforce strategy\nNetwork augmentation plans\nPortfolio of work and programs\nRisk based\nPrioritisation of portfolio prioritisation\nLong/short term work programs\nNon-network\nNetwork augmentation\nIncludes\nSubject to\nnon-network\nregular\nand DSM Customer initiated\nreviews and\ninnovation\nupdates\nprojects Reliability and power quality\nAsset replacement\nMaintenance\n46 Evoenergy Annual Planning Report 2024\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- The voltage on the high voltage\nof time where Gold Creek Zone substation has\nnetwork is regulated by zone substation\nno further regulation headroom.\npower transformer on load tap changers to\nmaintain a set point automatically adjusted The zone substation power transformers\nas a function of the transmission voltage, the leading up to April 2020 operated at the\ndistribution system real power loading and the maximum end of the voltage regulation range\npower angle of the load. greater than 50% of the day generally from\nmidnight until 5:30 am and again from midday\nFor long and regular periods of each late\nto 3:00pm.\nnight/early morning and mid-afternoon\nperiods on sunny days the zone substation\nAfter April 2020 the zone substation power\npower transformers operate at the tap range\ntransformer operation at the maximum\nlimit without further ability to regulate voltage.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n\n### Strategic Priorities\n\n- This is the East Lake Zone Substation in two parts:\nstill an Evoenergy strategic objective which is\nproposed to be achieved by installing some • Part 1 involves the installation of a new\nhigh capacity express 11kV feeders (i.e. feeders 3.7km 11kV feeder from East Lake Zone\nwith no intermediate loads) from East Lake to Substation to S 11456 at Brindabella\nFyshwick, and converting Fyshwick to an 11kV Business Park.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- [pages 9,10,11,12]\nexceeded priority as we navigate this transformation\nhistorical predictions, setting a record to ensure our energy networks meet evolving\nof 707 MW in 2024.\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- This is still an Evoenergy\nto be energised by March 2025.\nstrategic objective which is proposed to be\n7.6.3 Gold Creek 3rd Transformer achieved by installing some high capacity\nexpress 11 kV feeders (i.e. feeders with no\nThe maximum demand in the Gungahlin intermediate loads) from East Lake to\nDistrict is forecast to increase over the Fyshwick, and converting Fyshwick to an 11 kV\nnext ten years with land release in the switching station only.\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- This\nproject progressed during 2025 however to Hume West\ndue to competing priorities and secondary\nThe maximum demand in the Hume area is\nengineering resources constraints the\nforecast to increase rapidly in the coming\ncompletion is shifting towards the end of\nyears, with significant load growth occurring\nFY26.\nat the southern end of the existing industrial\n• Part 2 involves the installation of 3 x 11kV\nprecinct that characterises the suburb.\ncables from East Lake Zone Substation\ntowards the Molonglo River to intersect with Evoenergy’s existing feeders supplying the\nAirport, Pialligo and Whyalla feeders with the precinct are at or near capacity and unable to\nproposed utilisation: service the associated load growth during the\n2024-29 regulatory period.\n• Cable 1 – Airport Feeder – This\nwould enable cutover of most of the Accordingly, there is a need to provide\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n- [Page 4]\nTable of Contents\nAnnual Planning 1\nList of Figures 5\nList of Tables 7\nExecutive Summary 10\nTransforming Our Business For The Future 10\nEvoenergy Snapshot 11\nWorking With Stakeholders On Solutions 19\nChapter Overview 20\nChapter 1: Opportunities For Interested Parties 21\n1.1 Engagement In Broad-Based Demand Management Programs 23\n1.2 Engagement In A Targeted Initiative 23\n1.3 Engagement In A Regulatory Investment Test 26\n1.4 General Feedback And Suggestions 28\nChapter 2: About Evoenergy 29\n2.1 Introduction 29\n2.2 Evoenergy’s Physical Environment 31\n2.3 Regulatory Environment 34\n2.4 Factors Impacting Future Network Development 35\nChapter 3: Asset Life Cycle Management 42\n3.1 Asset Management Approach And Components 42\n3.2 Network Planning Methodology 44\n3.3 Risk Based Probabilistic Planning 44\n3.4 Management Of Existing Assets 46\n3.5 Asset Maintenance 48\n3.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- [Page 6]\nFigure 8 Evoenergy’s Transmission Network Dec 2022 - Geographic Representation 32\nFigure 9 Evoenergy’s Existing And Future Transmission Network - Schematic Representation 33\nFigure 10 Utility Regulation Framework - Main Elements 34\nFigure 11 Towards The Future Network 38\nFigure 12 Asset Management And Network Planning - Overview Of Key Artefacts 43\nFigure 13 Overview - Probabilistic Risk-Based Investment Decisions 45\nFigure 14 Optimising Asset Retirement And Renewal - An Overview 47\nFigure 15 Annual Planning Review - Outline Of The Process 49\nFigure 16 SAIDI - Unplanned Interruptions Per Consumer (Minutes Per Consumer Per Year) 50\nSAIFI - Unplanned Interruptions Per Consumer (Number Of Interruptions Per Consumer\nFigure 17 51\nPer Year)\nFigure 18 Power Quality Enquiries And Complaints By Financial Year 53\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- This was reflected in the demand\nforecast 2022.\nas we saw a significant decrease in summer\nelectricity demand with a peak of 440MW The importance of forecast peak demand is\n(14% decrease from the 2021 peak summer the impact of potential unserved energy (and\ndemand), and a significant increase in winter energy at risk) which determines when network\ndemand to 685MW (9% increase on the 2021 capacity should be augmented to underpin\npeak winter demand).\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- Unplanned SAIDI\n60.00\n55.00\n50.00\n45.00\n40.00\n35.00\n30.00\n25.00\n20.00\n15.00\n10.00\n5.00\n0.00\n2\n01\n4/15\n2\n015/1 6\n2\n01\n6/17\n2\n017/1 8\n2\n01\n8/1 9\n2\n01\n9/2 0\n2\n02\n0/21\n2\n021/22\n2\n022/2 3\n2\n02\n3/2 4\nActual Performance Forecast Performance STPIS Target\n50 Evoenergy Annual Planning Report 2022\nIDIAS\ndennalpnU\nFigure 16.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- Asset Specific Plans (ASP)\nAsset Specific Plan (ASP) Asset Group(s) Asset Qty Average Age\nZone Substations\nTotal 1,525 34\nConcrete Pole 893 29\nOverhead Transmission Lines Timber Pole 424 44\nSteel Tower 200 47\nSteele Pole 8 3\nTotal 183 km 41\nOverhead Transmission Lines\nOverhead conductors 183 km 41\nTotal 6.1 km 17\nUnderground Transmission\nLines\nUnderground cables 6.1 km 17\n6.1.3 What We Have Achieved During The Year\nDuring the last year, Evoenergy asset replacement focused mainly on the grouped programs for\nsmaller assets.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- It is supplied\nradially from Transgrid’s Queanbeyan Secondary assets such as 66kV protection\n132/66kV Substation via two single-circuit relays are also at the end of their economic\nwooden pole 66kV sub-transmission lines. lives and a risk assessment has shown a high\nFyshwick Zone Substation is the only zone risk of mal-operation which has significant\nsubstation on Evoenergy’s network that reliability impacts.\ncomprises 66kV assets, with Evoenergy’s\nApproximately $9.7 million would need to be\nother 12 zone substations all connected to\nexpended over the next 5 years to upgrade/\nEvoenergy’s 132kV meshed network.\nreplace these 66kV assets.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n\n## KPIs, Targets, and Where They Are At\n\n- In 2022 the ACT\nrenewable energy target and 2045 zero Government announced full electrification\nemissions target reinforcing the need for as the pathway for the ACT to achieve net\nchanges to the way we operate the network. zero greenhouse gas emissions by 2045.\n• Impact of decarbonisation policies, gas Other Government policy includes the 100%\nsubstitution, and electric vehicle policies renewable energy target, achieved in 2020 and\nwhich form part of the ACT government which has been extended in perpetuity into\nZero Emissions Framework. the future.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- Other Government\nCanberra electrification pathway, Zero policy includes the 100% renewable energy\nEmissions Vehicles Strategy, perpetual 100% target, achieved in 2020 and which has\nrenewable energy target and 2045 zero been extended in perpetuity into the future.\n Source: `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)`\n- Unplanned SAIDI\n60.00\n55.00\n50.00\n45.00\n40.00\n35.00\n30.00\n25.00\n20.00\n15.00\n10.00\n5.00\n0.00\n2\n01\n4/15\n2\n015/1 6\n2\n01\n6/17\n2\n017/1 8\n2\n01\n8/1 9\n2\n01\n9/2 0\n2\n02\n0/21\n2\n021/22\n2\n022/2 3\n2\n02\n3/2 4\nActual Performance Forecast Performance STPIS Target\n50 Evoenergy Annual Planning Report 2022\nIDIAS\ndennalpnU\nFigure 16.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- Asset Specific Plans (ASP)\nAsset Specific Plan (ASP) Asset Group(s) Asset Qty Average Age\nZone Substations\nTotal 1,525 34\nConcrete Pole 893 29\nOverhead Transmission Lines Timber Pole 424 44\nSteel Tower 200 47\nSteele Pole 8 3\nTotal 183 km 41\nOverhead Transmission Lines\nOverhead conductors 183 km 41\nTotal 6.1 km 17\nUnderground Transmission\nLines\nUnderground cables 6.1 km 17\n6.1.3 What We Have Achieved During The Year\nDuring the last year, Evoenergy asset replacement focused mainly on the grouped programs for\nsmaller assets.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- This is the East Lake Zone Substation in two parts:\nstill an Evoenergy strategic objective which is\nproposed to be achieved by installing some • Part 1 involves the installation of a new\nhigh capacity express 11kV feeders (i.e. feeders 3.7km 11kV feeder from East Lake Zone\nwith no intermediate loads) from East Lake to Substation to S 11456 at Brindabella\nFyshwick, and converting Fyshwick to an 11kV Business Park.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- In 2023,\nSAIDI and SAIFI performance was marginally\n60.00\n55.00\n50.00\n45.00\n40.00\n35.00\n30.00\n25.00\n20.00\n15.00\n10.00\n5.00\n0.00 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24\nActual Performance Forecast Performance STPIS Target\n50 Evoenergy Annual Planning Report 2023\nIDIAS\ndennalpnU\nFigure 16.\n Source: `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)`\n- In 2022/23 we voltage, current or frequency deviations, which\ninstalled remote controllable switchgear result in premature failure, reduced service life\non two (2) overhead feeders to minimise or incorrect operation of consumer equipment\nconsumers affected by faults and reduce or reduced service life of network assets.\nsupply restoration time to consumers on\nThe NER Schedules 5.1a, 5.1 and 5.3 detail\nhealthy sections.\nthe applicable power quality design and\n4.1.3 Reliability – Planning operating criteria that must be met by\nEvoenergy.\n Source: `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)`\n- [Page 75]\nAsset Group(s) Asset Type(s) Asset Qty Average Age\nZone Substations\nTotal 1514 35\nConcrete Pole 899 28\nOverhead Subtransmission\nTimber Pole 407 45\nStructures\nSteel Tower 200 47\nSteel Pole 8 3\nTotal 214 km 42\nOverhead Subtransmission\nLines\nOverhead conductors 214 km 42\nTotal 6.1 km 15\nUnderground Subtransmission\nLines\nUnderground cables 6.1 km 15\n6.1.3 What We Have Achieved During The Year\nDuring the last year, Evoenergy asset replacement focused mainly on the grouped programs\nfor smaller assets.\n Source: `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)`\n- Peak demand is forecast BESS system of 14.9 MWh for stages 1 and\nto exceed the combined thermal capacity of stage 2 (new target date in late 2024)\nthe existing 11 kV feeders supplying the area • Installation of the 1st transformer at\nby Winter of 2025.\n Source: `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)`\n- Other Government\ndemand growth pockets in several locations\npolicy includes the 100% renewable energy\nin the ACT.\ntarget, achieved in 2020 and which has\n• Urban intensification including increase been extended in perpetuity into the future.\nin growth in medium and high-density The 2019 government renewable auctions\nresidential development, higher rates mandated provision of network batteries\nof commercial developments and new as part of the offer.\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- Evoenergy is working\ncollaboratively with all levels of the ACT\nThe ACT Government’s 100% renewable Government on the various initiatives and\nenergy target and the zero-emissions target strategies in the decarbonisation effort in this\nset for 2045 are key drivers of transformation. space and has already seen a significant uplift\nRooftop solar PV systems are being in enquiries and connection applications for\nencouraged by developers of large residential private and public charging infrastructure.\nestates, and it is likely that battery energy\n10000\n9000\n8000\n7000\n6000\n5000\n4000\n3000\n2000\n1000\n0 Jan-15 Jul-15 Jan-16 Jul-16 Jan-17 Jul-17 Jan-18 Jul-18 Jan-19 Jul-19 Jan-2 0 Jul-2 0 Jan-21 Jul-21 Jan-22 Jul-22 Jan-23 Jul-23 Jan-24 Jul-24\n9 https://electricvehiclecouncil.com.au/wp-content/uploads/2023/07/State-of-EVs_July-2023_.pdf\n39 Evoenergy Annual Planning Report 2024\n)evitalumuc(\nselcihev\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- 10 https://www.climatechoices.act.gov.au/policy-programs/sustainable-household-scheme\nAccelerating the 2030 and is due to the AER by 31 January\n2025;\ndeployment of smart\n• expand system and process capabilities\nto capture, process, and store significantly\nmeters and unlocking\nhigher volumes of smart meter data for\ntheir benefits billing purposes; and\n• implement new system capabilities and\nprocesses to capture, process, and store\nOn 31 August 2023, the AEMC published\nbasic power quality data.\nrecommendations on the review of the\nregulatory framework for metering services to\nThe AEMC expects that facilitating the\ntarget the universal uptake of smart meters\naccelerated roll-out of smart meters will save\nthrough an accelerated deployment program.\nenergy and minimise network safety risks and\nThe outcomes of the AEMC metering review\nlift hosting capacity.\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- In 2024, one out of four\n60.00\n55.00\n50.00\n45.00\n40.00\n35.00\n30.00\n25.00\n20.00\n15.00\n10.00\n5.00\n0.00 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29\nActual Performance Forecast Performance STPIS Target\n52 Evoenergy Annual Planning Report 2024\nIDIAS\ndennalpnU\nFigure 16.\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- [Page 77]\nAsset Group(s) Asset Type(s) Asset Qty Average Age\nTotal 28 15.5\nBackup Generator Auxiliary Standby Generators 14 14\nAutomatic Transfer Switches 14 17\nSub-transmission Network\nTotal 1538 37.4\nConcrete Pole 908 31.5\nOverhead Subtransmission\nTimber Pole 414 48.9\nStructures\nSteel Tower 182 47.4\nSteel Pole 34 1\nTotal 209.26 km 37.8\nOverhead Subtransmission\nLines\nOverhead conductors 209.26 km 37.8\nTotal 15.1 km 7.8\nUnderground Subtransmission\nLines\nUnderground cables 15.1 km 7.8\n6.1.3 What We Have Achieved During The Year\nDuring the last year, Evoenergy asset replacement focused mainly on the grouped programs\nfor smaller assets.\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $9.7 million, 9.7 million | It is supplied\nradially from Transgrid’s Queanbeyan Secondary assets such as 66kV protection\n132/66kV Substation via two single-circuit relays are also at the end of their economic\nwooden pole 66kV sub-transmission lines. lives and a risk assessment has shown a high\nFyshwick Zone Substation is the only zone risk of mal-operation which has significant\nsubstation on Evoenergy’s network that reliability impacts.\ncomprises 66kV assets, with Evoenergy | `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)` |\n| $7 million, 7 million | Further details of\nSecondary Systems planned renewals is\nReplacement of 132kV outdoor switchyard\ncontained in Section 6.2.\nprimary assets\nThe estimated direct cost of the\nFour 132kV outdoor current transformers\nrecommended option which includes the\n(~41 years old) have been identified in\nabove components is $7 million (2025/26).\npoor condition, and one of these current\nWe expect to publish the RIT-D draft\ntransformers with the worst condition has | `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)` |\n| $200,000 | These plans include groups\nthese assets continues to deteriorate\nof asset retirements of the same type where\nresulting in increasing risk to the health and\nindividual asset replacement costs are less\nsafety of Evoenergy staff, and reliability of\nthan $200,000 in accordance with NER\nsupply to consumers.\nschedule 5.8 (b2). | `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)` |\n| $3.1 million, 3.1 million | It is proposed to replace one 11 kV switchboard\nOur grouped asset retirement plan is\nat Latham Zone Substation with modern\npredominantly asset replacement with\nequivalent at an estimated cost of $3.1 million\nlike for like replacement with modern\nin the period 2024-29. | `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)` |\n| $13.7 million, 13.7 million | Our grouped asset retirement plan is\npredominantly asset replacement with\nThe estimated direct cost of the like for like replacement with modern\nrecommended option which includes the equivalent solutions.\nabove components is $13.7 million (2022/23)16. | `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)` |\n| $2 million, 2 million | [Page 99]\n7.4 Urgent And 7.5.1 Upcoming Developments\nUnforeseen Need 7.5.1.1 Large Scale Embedded\nGeneration Projects\nNER clause, schedule 5.8(g) requires\nEvoenergy to identify any projects above A number of consumers have submitted\n$2 million committed which are the result of Embedded Generation Special Connection\nurgent and unforeseen needs. | `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)` |\n| $2 million, 2 million | 7.5.1 Upcoming Developments\n7.4 Urgent and\n7.5.1.1 Large Scale Embedded\nUnforeseen Need\nGeneration Projects\nNER clause, schedule 5.8(g) requires A number of consumers have submitted\nEvoenergy to identify any projects above Embedded Generation Special Connection\n$2 million committed which are the result of Request (SCR) forms to Evoenergy, and are\nurgent and unforeseen needs. | `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)` |\n| $0.63 million, 0.63 million | It is recommended that project budget of $0.63 million is approved to connect Nona feeder to\nAnthony Rolfe feeder and extend radial section of Hamer feeder into a ring, to improve network\nreliability and reduce STPIS costs in the Gungahlin area. | `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)` |\n| $9.7 million, 9.7 million | Approximately $9.7 million would need to be\nPrimary assets at and supplying Fyshwick expended over the next 5 years to upgrade /\nZone Substation are at the end of their replace these 66 kV assets.\neconomic lives. | `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)` |\n| $0.35m, $2.1m, $3.1m, $2.7m | Identified Retirements Of Major Assets\nEstimated\nNetwork Date\nArea Primary driver RIT-D cost Consult Decision\nelement required\n($ million)\nWoden Zone 132kV Circuit Asset condition Mar 2020 Jun 2021\nNo $0.35m N/A\nSubstation Breaker & performance complete complete\nFyshwick\nAsset condition Jun 2021 Dec 2021\nZone 66kV Assets No $2.1m Jun 2024\n& performance complete complete\nSubstation\nLatham Zone Substation Asset condition\nNo $3.1m Dec 2022 Jun 2023 | `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)` |\n| $200 | [Page 76]\n6.1.4 Asset Retirement - Planning 6.1.4.1 Retirements of major assets\nOutcomes\nTable 9 below summarises review outcomes\nwhich relate to transmission and distribution\nThis section summarises planning review\nwith the value above $200 000 (as per NER,\nfindings related to the existing network\nschedule 5.8(b2)). | `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)` |\n| $0.35m, $2.1m, $3.1m, $2.7m | Identified Retirements Of Major Assets\nEstimated\nNetwork Primary Date\nArea RIT-D Cost Consult Decision\nElement Driver Required\n($ million)\nAsset\nWoden Zone 132kV Circuit Mar 2020 Jun 2021\ncondition & No $0.35m N/A\nSubstation Breaker complete complete\nperformance\nFyshwick Asset\nJun 2021 Dec 2021\nZone 66 kV Assets condition & No $2.1m Jun 2024\ncomplete complete\nSubstation performance\nAsset\nLatham Zone Substation\ncondition & No $3.1m Dec 2022 Jun 20 | `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)` |\n| $0.35m, $2.1m, $3.1m, $2.7m | [pages 76,77,78]\nElement Driver Required\n($ million)\nAsset\nWoden Zone 132kV Circuit Mar 2020 Jun 2021\ncondition & No $0.35m N/A\nSubstation Breaker complete complete\nperformance\nFyshwick Asset\nJun 2021 Dec 2021\nZone 66 kV Assets condition & No $2.1m Jun 2024\ncomplete complete\nSubstation performance\nAsset\nLatham Zone Substation\ncondition & No $3.1m Dec 2022 Jun 2023 Jun 2025\nSubstation Switchboard\nperformance\nWanniassa Asset\nSubstation\nZone conditi | `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)` |\n| $30.6 million, 30.6 million | Initial supply Winter 2025.\nto Whitlam has been provided by the Black\nThe total cost of this option is $30.6 million in\nMountain feeder from Civic Zone Substation\npresent value terms.\nwith a subsequent feeder extension from\nBelconnen Way South feeder from Civic Stage 2 is the installation of a second\nZone Substation. permanent 55MVA transformer and is\nexpected to occur in 2029. | `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)` |\n| $1,165 , $3,253,506 million, $23,204,510 , 3,253,506 million | Molonglo BESS does not have adequate This will provide additional capacity for\ncapacity to provide additional demand increasing load in Denman Prospect suburb\nrequired in winter 2024.The value of unserved thus maintaining network reliability with the\nenergy at 100% load forecast is $1,165 in Molonglo Battery Energy Storage Systems\n2023 rising to $3,253,506 million in 2024 and (BESS), until the Molonglo Zone Substation\n$23,204,510 in 2025. (ZSS) i | `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)` |\n| $3.54 million, $2.12 million, 3.54 million, 2.12 million | The recommended option based on the A preliminary cost estimate for the recommended\noptions evaluation presented in this report is option is $3.54 million in FY24/25 dollars,\nOption 2, as this meets the requirements of the excluding corporate overheads, contingency\nneed, is technically and economically feasible, and GST with $2.12 million in FY23/24 dollars,\nand has the highest NPV. | `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)` |\n| $2 million, 2 million | [Page 99]\n7.4 Urgent And 7.5.1 Upcoming Developments\nUnforeseen Need 7.5.1.1 Large Scale Embedded\nGeneration Projects\nNER clause, schedule 5.8(g) requires\nEvoenergy to identify any projects above A number of consumers have submitted\n$2 million committed which are the result of Embedded Generation Special Connection\nurgent and unforeseen needs. | `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)` |\n\n## Key Achievements\n\n- [Page 4]\nTable of Contents\nAnnual Planning 1\nList of Figures 5\nList of Tables 7\nExecutive Summary 10\nTransforming Our Business For The Future 10\nEvoenergy Snapshot 11\nWorking With Stakeholders On Solutions 19\nChapter Overview 20\nChapter 1: Opportunities For Interested Parties 21\n1.1 Engagement In Broad-Based Demand Management Programs 23\n1.2 Engagement In A Targeted Initiative 23\n1.3 Engagement In A Regulatory Investment Test 26\n1.4 General Feedback And Suggestions 28\nChapter 2: About Evoenergy 29\n2.1 Introduction 29\n2.2 Evoenergy’s Physical Environment 31\n2.3 Regulatory Environment 34\n2.4 Factors Impacting Future Network Development 35\nChapter 3: Asset Life Cycle Management 42\n3.1 Asset Management Approach And Components 42\n3.2 Network Planning Methodology 44\n3.3 Risk Based Probabilistic Planning 44\n3.4 Management Of Existing Assets 46\n3.5 Asset Maintenance 48\n3.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- [Page 4]\nTable of Contents\nAnnual Planning 1\nExecutive Summary 11\nTransforming Our Business For The Future 11\nEvoenergy Snapshot 12\nGrid Connected Battery Systems in the ACT 20\nChapter Overview 21\nChapter 1: Opportunities For Interested Parties 22\n1.1 Engagement in broad-based demand management programs 24\n1.2 Engagement In A Targeted Initiative 24\n1.3 Engagement In A Regulatory Investment Test 27\n1.4 General Feedback And Suggestions 29\nChapter 2: About Evoenergy 30\n2.1 Introduction 30\n2.2 Evoenergy’s Physical Environment 32\n2.3 Regulatory Environment 35\n2.4 Factors Impacting Future Network Development 36\nAccelerating the deployment of smart meters and unlocking their benefits 39\nChapter 3: Asset Life Cycle Management 43\n3.1 Asset Management Approach and Components 43\n3.2 Network Planning Methodology 45\n3.3 Risk Based Probabilistic Planning 45\n3.4 Management Of Existing Assets 47\n3.\n Source: `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)`\n- [Page 4]\nTable of Contents\nAnnual Planning 1\nForeword 9\nExecutive Summary 11\nTransforming Our Business For The Future 11\nEvoenergy Snapshot 12\nChapter Overview 22\nChapter 1: Engaging with us 23\n1.1 Engagement In Broad-Based Demand Management Programs 25\n1.2 Engagement In A Targeted Initiative 25\n1.3 Engagement In A Regulatory Investment Test 28\n1.4 General Feedback And Suggestions 30\nChapter 2: About Evoenergy 31\n2.1 Introduction 31\n2.2 Evoenergy’s Physical Environment 33\n2.3 Regulatory Environment 36\n2.4 Factors Impacting Future Network Development 37\nAccelerating the deployment of smart meters and unlocking their benefits 40\nChapter 3: Asset lifecycle management 44\n3.1 Asset Management Approach And Components 44\n3.2 Network Planning Methodology 47\n3.3 Risk Based Probabilistic Planning 47\n3.4 Management of existing assets 49\n3.5 Asset Maintenance 50\n3.\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- Substation to supply approximately 7.6 MVA\n• Denman North:\nto developments in the Gungahlin Town\n- Stages 1, 2A & 2B under construction Centre was energised in June 2022.\nexpected energisation April 2023\n• Denman Prospect 1B – Stages 2E1, 2E2\n- Stages 3, 4, 5 & 7 expected to be complete and energised 2E3 & 2E4\ncompleted between mid-2023 & expecting energisation November 2022 -\nearly 2024 of the residential greenfield development\n- Stage 6, 8 & 9 energisation tentatively energised.\nexpected for end 2025\n7.7 Proposed Completed\n• Jacka stage 2 - Reticulation (HV & LV) for\nresidential development in design with\nenergisation expected between mid-2023 Significant projects completed during the year\nand mid-2024. include:\n• Macnamara:\n• Extension of the Black Mountain Feeder\n- Stage 1 A, B & D in design with\nto supply the greenfield development of\nenergisation expected late 2023\nWhitlam\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- [pages 4,5,6]\n58\n5.2 System Demand 59\n5.3 Zone Substation Load Forecasts 64\n5.4 Load Transfer Capability 69\nChapter 6: Managing Existing Assets 71\n6.1 Primary Systems 71\n6.2 Secondary Systems 81\n6.3 Information and Operational Technology – Planning Outcomes 91\nChapter 7: System Planning 94\n7.1 Network Planning - What Are The Main Challenges 94\n7.2 Joint Planning With Transgrid 95\n7.3 Inter-Regional Impact of Projects & Relevant National Transmission Flow Path Developments 96\n7.4 Urgent And Unforeseen Need 96\n7.5 Planning Outcomes - Network Constraints And Limitations 96\n7.6 Projects Currently In-Progress 102\n7.7 Projects Completed 111\n7.8 Proposed Network Developments 112\n7.9 Constraints Requiring Detailed Technical Studies 137\n7.10 Regulatory Investment Test 138\n4 Evoenergy Annual Planning Report 2023\n Source: `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)`\n- [pages 4,5,6]\nm Demand 60\n5.3 Zone Substation Load Forecasts 66\n5.4 Load Transfer Capability 71\nChapter 6: Managing Existing Assets 73\n6.1 Primary Systems 73\n6.2 Secondary Systems 85\n6.3 Information and Operational Technology – Planning Outcomes 93\nChapter 7: System Planning 96\n7.1 Network Planning - What Are The Main Challenges 96\n7.2 Joint Planning With Transgrid 97\n7.3 Inter-Regional Impact of Projects & Relevant National Transmission Flow Path Developments 98\n7.4 Urgent And Unforeseen Need 99\n7.5 Planning Outcomes - Network Constraints And Limitations 99\n7.6 Projects Currently In-Progress 103\n7.7 Projects Completed 108\n7.8 Proposed Network Developments 108\n7.9 Network Developments No Longer Proposed 125\n7.10 Constraints Requiring Detailed Technical Studies 125\n4 Evoenergy Annual Planning Report 2024\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- Feeder installation\nachieved by installing some high capacity is completed and staged conversion of the\nexpress 11kV feeders (i.e. feeders with no zone to an 11kV switching station can now\nintermediate loads) from East Lake to progress, followed by 66kV assets being\nFyshwick, and converting Fyshwick to an 11kV decommissioned.\nswitching station only.\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n- Target construction\nother projects which are in progress: start in February 2025, and target\nenergisation in August 2025.\n• Embedded Generation (bio-generation)\nLarge Scale (2 x 10MVA) connection (2 x 11kV • Lawson:\nconnections with Gilmore ZS) connecting to\nthe Gilmore Zone Substation.\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- [Page 5]\nTable of Contents\nForeword 9\nIntroducing Evoevergy 10\nPurpose of this Report 10\nExecutive Summary 11\nTransforming our Business for the Future 11\nWorking with Stakeholders on Solutions 21\nChapter Overview 22\nChapter 1: Stakeholder Engagement 23\n1.1 Engagement in Broad-Based Demand Management Programs 25\n1.2 Engagement in a Targeted Initiative 25\n1.3 Engagement in a Regulatory Investment Test 28\n1.4 General Feedback and Suggestions 30\nChapter 2: About Evoenergy 31\n2.1 Introduction 31\n2.2 Evoenergy’s Physical Environment 33\n2.3 Regulatory Environment 36\n2.4 Factors Impacting Future Network Development 37\nChapter 3: Asset Lifecycle Management 44\n3.1 Asset Management Approach and Components 44\n3.2 Network Planning Methodology 46\n3.3 Risk Based Probabilistic Planning 46\n3.4 Management of Existing Assets 48\n3.5 Maintenance Planning 49\n3.6 Annual Planning Report (This Document) 50\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n- [Page 90]\n6.2.5 What we have Achieved • Decommissioned the remaining\nlegacy DDRN equipment and migrated\nDuring last year Evoenergy completed communications to 4G or fibre.\nor progressed various secondary system\n• Upgraded carrier modems to ensure current\nprojects including:\ncyber security coverage.\n• Continued developing and implementing • Replaced legacy pilot cable with optical\nnext generation IEC 61850 digital zone fibre on a key route in alignment with HV\nsubstation secondary systems with zone feeder civil works.\nsubstation and distribution substation\n6.2.6 Secondary System - Planning\nprojects.\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n- Greenfield Developments and their Energisation Status\nLocation Stage / detail Status / target energisation\nDenman North Stromlo Reach Stage 2 Target energisation April 2026\nDenman North Stromlo Reach Stage 3 Target energisation June 2026\nDenman North Stromlo Reach Stage 6A In design\nPNA completed with target\nDenman North Stromlo Reach Stages 6, 8, & 9\nenergisation May 2028\nCompleted & energised\nDenman North Stromlo Reach Stages 4 & 7\nFebruary 2025\nJacka 2 Stage 2 In design\nCompleted & energised June\nMacnamara Stage 1A, 1B & 1D\n2025\nCompleted & energised April\nMacnamara Stage 1C\n2025\nTarget energisation in March\nMacnamara Stage 1E & 1F\n2026\nMacnamara Stage 2 Part A Currently in EDP stage\nMacnamara Stage 2 Part B Currently in EDP stage\nCompleted & energised\nWhitlam Stage 3B\nFebruary 2025\nTarget energisation in February\nWhitlam Stages 4A1 & 4A2\n2026\nIn design with target\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n- [pages 103,104]\n26\nDenman North Stromlo Reach Stage 6A In design\nPNA completed with target\nDenman North Stromlo Reach Stages 6, 8, & 9\nenergisation May 2028\nCompleted & energised\nDenman North Stromlo Reach Stages 4 & 7\nFebruary 2025\nJacka 2 Stage 2 In design\nCompleted & energised June\nMacnamara Stage 1A, 1B & 1D\n2025\nCompleted & energised April\nMacnamara Stage 1C\n2025\nTarget energisation in March\nMacnamara Stage 1E & 1F\n2026\nMacnamara Stage 2 Part A Currently in EDP stage\nMacnamara Stage 2 Part B Currently in EDP stage\nCompleted & energised\nWhitlam Stage 3B\nFebruary 2025\nTarget energisation in February\nWhitlam Stages 4A1 & 4A2\n2026\nIn design with target\nWhitlam Stages 4B1 & 4B2\nenergisation April 2028\nYarralumla Brickworks In design\nBruce Onderra Stage 1 In design\n103 Evoenergy Annual Planning Report 2025\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n\n## Key Issues, Risks, and Recommendations\n\n- It\n• Would see the NEM with a total of 120\naims to minimise costs and reduce the risk\ngigawatts (GW) of grid-scale wind and solar,\nof events that can adversely impact future\n40 GW of grid-scale storage and hydro, 14\npower costs and consumer prices, while also\nGW of flexible gas-powered generations and\nmaintaining the reliability and security of\nan additional 6,000 km of transmission.\nthe power system.\n• Would see significant reductions to\nThe Draft 2026 ISP addressed the challenges consumer benefits if both near and longer-\nof Australia’s rapidly changing energy system term delivery constraints delay the ODP.\nhighlighting the impacts of coal-fired power\nWhile the ODP focuses on grid-scale\nstations retiring and being replaced with a\ninvestments, the Draft 2026 ISP acknowledges\ncombination of renewable energy, storage and\nthe role of the distributor, outlining that\ngas-powered generators.\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n- [Page 4]\nTable of Contents\nAnnual Planning 1\nList of Figures 5\nList of Tables 7\nExecutive Summary 10\nTransforming Our Business For The Future 10\nEvoenergy Snapshot 11\nWorking With Stakeholders On Solutions 19\nChapter Overview 20\nChapter 1: Opportunities For Interested Parties 21\n1.1 Engagement In Broad-Based Demand Management Programs 23\n1.2 Engagement In A Targeted Initiative 23\n1.3 Engagement In A Regulatory Investment Test 26\n1.4 General Feedback And Suggestions 28\nChapter 2: About Evoenergy 29\n2.1 Introduction 29\n2.2 Evoenergy’s Physical Environment 31\n2.3 Regulatory Environment 34\n2.4 Factors Impacting Future Network Development 35\nChapter 3: Asset Life Cycle Management 42\n3.1 Asset Management Approach And Components 42\n3.2 Network Planning Methodology 44\n3.3 Risk Based Probabilistic Planning 44\n3.4 Management Of Existing Assets 46\n3.5 Asset Maintenance 48\n3.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- [Page 4]\nTable of Contents\nAnnual Planning 1\nExecutive Summary 11\nTransforming Our Business For The Future 11\nEvoenergy Snapshot 12\nGrid Connected Battery Systems in the ACT 20\nChapter Overview 21\nChapter 1: Opportunities For Interested Parties 22\n1.1 Engagement in broad-based demand management programs 24\n1.2 Engagement In A Targeted Initiative 24\n1.3 Engagement In A Regulatory Investment Test 27\n1.4 General Feedback And Suggestions 29\nChapter 2: About Evoenergy 30\n2.1 Introduction 30\n2.2 Evoenergy’s Physical Environment 32\n2.3 Regulatory Environment 35\n2.4 Factors Impacting Future Network Development 36\nAccelerating the deployment of smart meters and unlocking their benefits 39\nChapter 3: Asset Life Cycle Management 43\n3.1 Asset Management Approach and Components 43\n3.2 Network Planning Methodology 45\n3.3 Risk Based Probabilistic Planning 45\n3.4 Management Of Existing Assets 47\n3.\n Source: `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)`\n- [Page 82]\n6.2.1 Secondary Assets - What Are SCADA provides essential remote monitoring\nThe Main Challenges? and control of electrical assets to Evoenergy’s\n24/7 Control Room, allowing the control team\nEvoenergy is regularly monitoring network maintain an overview of the network state and\nsecondary assets and assessing operational respond to electrical outages, load constraints\nrisks, compliance requirements, and future and power quality issues in real time.\n Source: `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)`\n- [Page 4]\nTable of Contents\nAnnual Planning 1\nForeword 9\nExecutive Summary 11\nTransforming Our Business For The Future 11\nEvoenergy Snapshot 12\nChapter Overview 22\nChapter 1: Engaging with us 23\n1.1 Engagement In Broad-Based Demand Management Programs 25\n1.2 Engagement In A Targeted Initiative 25\n1.3 Engagement In A Regulatory Investment Test 28\n1.4 General Feedback And Suggestions 30\nChapter 2: About Evoenergy 31\n2.1 Introduction 31\n2.2 Evoenergy’s Physical Environment 33\n2.3 Regulatory Environment 36\n2.4 Factors Impacting Future Network Development 37\nAccelerating the deployment of smart meters and unlocking their benefits 40\nChapter 3: Asset lifecycle management 44\n3.1 Asset Management Approach And Components 44\n3.2 Network Planning Methodology 47\n3.3 Risk Based Probabilistic Planning 47\n3.4 Management of existing assets 49\n3.5 Asset Maintenance 50\n3.\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- [Page 5]\nTable of Contents\nForeword 9\nIntroducing Evoevergy 10\nPurpose of this Report 10\nExecutive Summary 11\nTransforming our Business for the Future 11\nWorking with Stakeholders on Solutions 21\nChapter Overview 22\nChapter 1: Stakeholder Engagement 23\n1.1 Engagement in Broad-Based Demand Management Programs 25\n1.2 Engagement in a Targeted Initiative 25\n1.3 Engagement in a Regulatory Investment Test 28\n1.4 General Feedback and Suggestions 30\nChapter 2: About Evoenergy 31\n2.1 Introduction 31\n2.2 Evoenergy’s Physical Environment 33\n2.3 Regulatory Environment 36\n2.4 Factors Impacting Future Network Development 37\nChapter 3: Asset Lifecycle Management 44\n3.1 Asset Management Approach and Components 44\n3.2 Network Planning Methodology 46\n3.3 Risk Based Probabilistic Planning 46\n3.4 Management of Existing Assets 48\n3.5 Maintenance Planning 49\n3.6 Annual Planning Report (This Document) 50\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n- 10 https://www.climatechoices.act.gov.au/policy-programs/sustainable-household-scheme\nAccelerating the 2030 and is due to the AER by 31 January\n2025;\ndeployment of smart\n• expand system and process capabilities\nto capture, process, and store significantly\nmeters and unlocking\nhigher volumes of smart meter data for\ntheir benefits billing purposes; and\n• implement new system capabilities and\nprocesses to capture, process, and store\nOn 31 August 2023, the AEMC published\nbasic power quality data.\nrecommendations on the review of the\nregulatory framework for metering services to\nThe AEMC expects that facilitating the\ntarget the universal uptake of smart meters\naccelerated roll-out of smart meters will save\nthrough an accelerated deployment program.\nenergy and minimise network safety risks and\nThe outcomes of the AEMC metering review\nlift hosting capacity.\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- [Page 5]\n7.9 Constraints Requiring Detailed Technical Studies 131\n7.10 Regulatory Investment Test 132\nChapter 8: Demand Management 133\n8.1 Overview 133\n8.2 Demand Management Challenges 133\n8.3 Demand Management Initiatives 134\n8.4 Demand Management Future 135\nChapter 9: Future Ways Of Working 137\n9.1 Overview 137\n9.2 Project Converge 137\n9.3 Ginninderry Energy Pilot Project 138\n9.4 Tariff Trials 139\n9.5 Innovation Projects 140\nAppendix A: Glossary of Terms 143\nAppendix B: Network Physical Characteristics 145\nConfiguration Of The Evoenergy’s Network 145\nSystem Supply Security 146\nRatings Of Zone Substations And Transmission Lines 148\nAppendix C: The Regulatory Framework And Operating Environment 160\nIncentive Schemes 161\nAppendix D: Asset Management System Certification 164\nAppendix E: Demand Forecasts – Supplementary Information 165\nOverview 165\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- [pages 4,5,6]\n58\n5.2 System Demand 59\n5.3 Zone Substation Load Forecasts 64\n5.4 Load Transfer Capability 69\nChapter 6: Managing Existing Assets 71\n6.1 Primary Systems 71\n6.2 Secondary Systems 81\n6.3 Information and Operational Technology – Planning Outcomes 91\nChapter 7: System Planning 94\n7.1 Network Planning - What Are The Main Challenges 94\n7.2 Joint Planning With Transgrid 95\n7.3 Inter-Regional Impact of Projects & Relevant National Transmission Flow Path Developments 96\n7.4 Urgent And Unforeseen Need 96\n7.5 Planning Outcomes - Network Constraints And Limitations 96\n7.6 Projects Currently In-Progress 102\n7.7 Projects Completed 111\n7.8 Proposed Network Developments 112\n7.9 Constraints Requiring Detailed Technical Studies 137\n7.10 Regulatory Investment Test 138\n4 Evoenergy Annual Planning Report 2023\n Source: `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)`\n- [pages 4,5,6]\nm Demand 60\n5.3 Zone Substation Load Forecasts 66\n5.4 Load Transfer Capability 71\nChapter 6: Managing Existing Assets 73\n6.1 Primary Systems 73\n6.2 Secondary Systems 85\n6.3 Information and Operational Technology – Planning Outcomes 93\nChapter 7: System Planning 96\n7.1 Network Planning - What Are The Main Challenges 96\n7.2 Joint Planning With Transgrid 97\n7.3 Inter-Regional Impact of Projects & Relevant National Transmission Flow Path Developments 98\n7.4 Urgent And Unforeseen Need 99\n7.5 Planning Outcomes - Network Constraints And Limitations 99\n7.6 Projects Currently In-Progress 103\n7.7 Projects Completed 108\n7.8 Proposed Network Developments 108\n7.9 Network Developments No Longer Proposed 125\n7.10 Constraints Requiring Detailed Technical Studies 125\n4 Evoenergy Annual Planning Report 2024\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- The condition of these Systems – up to 51 years old\nassets continues to deteriorate resulting in\nincreasing risk to workers, and reliability of The 11kV and 132kV protection relays\nsupply to consumers. (Secondary Systems) largely date from when\nthe substation was constructed 51 years ago,\nDue to site size and materials constraints are unsupported by the OEMs, very difficult to\nof the existing substation building, a new maintain nd in poor condition presenting risk\ndemountable switchroom will be considered to safety and reliability of the network.\nas a potentially more cost-effective option.\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- [pages 5,6,7]\nion 59\n5.2 System Demand 59\n5.3 Zone Substation Load Forecasts 66\n5.4 Load Transfer Capability 69\nChapter 6: Managing Existing Assets 71\n6.1 Primary Systems 71\n6.2 Secondary Systems 86\n6.3 Information and Operational Technology – Planning Outcomes 92\nChapter 7: System Planning 94\n7.1 Network Planning - What are the Main Challenges 94\n7.2 Joint Planning with Transgrid 95\n7.3 Inter-Regional Impact of Projects & Relevant National Transmission Flow Path Developments 96\n7.4 Urgent and Unforeseen Need 97\n7.5 Planning Outcomes - Network Constraints and Limitations 97\n7.6 Projects - In Delivery 101\n7.7 Projects - Completed 104\n7.8 Projects - Proposed 104\n7.9 Network Developments No Longer Proposed 121\n7.10 Constraints Requiring Detailed Technical Studies 121\n5 Evoenergy Annual Planning Report 2025\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n- Assessment of Weekly Steady State Voltage Performance\nFY25 - Weekly Steady State Voltage\n255\n250\n245\n240\n235\n230\n225\n220\n215\n08-Jul-24 08-Aug-24 08-Sep-24\n08-\nNov-24\n08-\nDec-24 08-Jan-25 08-Feb-25\n08-\nMar-25 08-Apr-25\n08-\nMay-25 08-Jun-25\nV99 V50_Upper V50_Lower V01 P95_V99 P95_V50 P05_V50 P05_V01\nHigh voltage issues are often exacerbated high penetration of embedded generation\nwhere customer inverters either do not connected to the Evoenergy network.\ncomply with the latest AS4777 requirements\nfor voltage response modes or with Despite CER connections increasing,\nEvoenergy requirements. customer enquiries related to overvoltage\nwas the lowest recorded in the last four\nEvoenergy is facing growing challenges with years.\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n- Historical Trend - Customer Enquiries on Power Quality Issues\n80\n70\n60\n50\n40\n30\n20\n10\n0\nJul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun\nFY25 FY24 FY23 FY22\nEvoenergy anticipates ongoing challenges in they are already operating at the limits of\nmaintaining power quality as CER penetration their range.\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n\n## Corporate Values and Operating Culture\n\n- [Page 93]\n6.3.2 ADMS Upgrade • Providing improvements in quality, integrity,\nand reliability of data that serves multiple\nEvoenergy uses an Advanced Distribution purposes across customer service and\nManagement System (ADMS) to allow for product management processes\ncentralised management of the network\n• Enabling automatic synchronising of meter\nincluding outage management and\ninstallations and improving the timeliness\nperformance optimisation.\nby which our network information is\nupdated while decreasing manual effort\nThe ADMS (3.4) was first introduced in 2016\nand was upgraded in November 2022.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- [Page 72]\n6.1.2 Portfolio Strategy • Asset Failure Modes – Assessing how assets\ncan fail, the likelihood and consequences\nEvoenergy prepares asset portfolio of failure (FMECA - Failure Mode, Effects\nstrategies (APS) in alignment with the asset & Criticality Analysis) to forecast the risk\nmanagement policy, strategy, and objectives. associated with our assets facilitating\nOur APSs address groups of assets and are reliability centred maintenance to our\ngrouped by asset type and delivery portfolio. assets.\n• Asset Class Strategy – outlines the optimal\nTo maximise value for consumers from\nasset class lifecycle strategy and alternative\nour assets over the entire asset lifecycle,\noptions considered.\nour APSs consider:\n• Asset Health and Expenditure – forecasts\n• Asset Class Overview – describes the asset expenditure (capital expenditure and\n Source: `other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)`\n- [Page 74]\n6.1.2 Portfolio Strategy • Asset Failure Modes – Assessing how assets\ncan fail, the likelihood and consequences\nEvoenergy prepares asset portfolio of failure (FMECA - Failure Mode, Effects\nstrategies (APS) in alignment with the asset & Criticality Analysis) to forecast the risk\nmanagement policy, strategy, and objectives. associated with our assets facilitating\nOur APSs address groups of assets and are reliability centred maintenance to our\ngrouped by asset type and delivery portfolio. assets.\n• Asset Class Strategy – outlines the optimal\nTo maximise value for consumers from\nasset class lifecycle strategy and alternative\nour assets over the entire asset lifecycle,\noptions considered.\nour APSs consider:\n• Asset Health and Expenditure – forecasts\n• Asset Class Overview – describes the asset expenditure (capital expenditure and\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841)`\n- [Page 72]\n• Continuing focus on aging network assets • Asset Class Overview – describes the asset\nparticularly to identify increased risk of type, its function, population of assets and\nfailure of critical assets data sources available to develop the plan.\n• The risk profiles of key asset groups • Service and Performance – outlines the\nare revised upwards (e.g. underground service and performance requirements\ndistribution cables and zone substations and monitoring needed to meet the asset\nswitchboards) management objectives.\n• Reliability risk remains a dominant driver for • Asset Failure Modes – Assessing how assets\ninvestment for most asset classes can fail, the likelihood and consequences\n• For selected asset classes (e.g. switchboards, of failure (FMECA - Failure Mode, Effects\nearthing), the dominant risk driver is safety & Criticality Analysis) to forecast the risk\n Source: `other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)`\n- [pages 95,96,97]\nintegration\ntheir energy use and to visualise and plan\nthat improves data visibility and has a clear\ntheir energy futures\nconsumer focus.\n• Ensuring our industry consumers see\nThe functionality of customer and asset interactions with us as adding value to\ninformation systems will continue to be their businesses.\ndeveloped to meet key business requirements\n• Greater capability for consumers to view\nincluding enabling, managing and coping with\nand act on managing their services\ndisruption, operational effectiveness, and\n• Improving and extending the scope of\nefficiency and improving customer service\ndirect communications to include providing\nand experiences.\ninformation through our consumer’s\nThese outcomes will be achieved through preferred channels.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- Supply to Denman Prospect Options Summary\nTotal indicative\nRef Option Evaluation Summary\ncost ($ millions)\nNot Recommended\n0 Do Nothing - • Network security and reliability in the Molonglo Valley\nwill be at risk\n• Significant value of unserved energy\nRecommended\n• Defer Molonglo ZSS construction completion to\nDecember 2024\nExtend Streeton\n1 1.8\nFeeder • Best utilisation of Molonglo BESS stage 1&2 and\nBelconnen Way South feeder extension.\n• This will be used as a new 11kV feeder from Molonglo ZSS\nto Denman Prospect.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- [pages 109,110,111]\neliability in the Molonglo Valley\nwill be at risk\n• Significant value of unserved energy\nRecommended\n• Defer Molonglo ZSS construction completion to\nDecember 2024\nExtend Streeton\n1 1.8\nFeeder • Best utilisation of Molonglo BESS stage 1&2 and\nBelconnen Way South feeder extension.\n• This will be used as a new 11kV feeder from Molonglo ZSS\nto Denman Prospect.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n- [Page 122]\n7.8.7 Supply to Gungahlin Town There is a risk that the existing Evoenergy\nnetwork will be unable to service the expected\nArea\nload growth during the 2024-29 regulatory\nperiod, even with significant optimisation of\nThis project is driven by the need to provide\nthe existing 11kV feeder network.\n Source: `other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `strategies/actewagl-joint-venture-innovate-rap.pdf` - strategies - https://www.actewagljv.com.au/-/media/project/actewagl/ajv/files/strategy/actewagl-joint-venture-innovate-rap.pdf\n- `pages/about.html` - pages - https://www.evoenergy.com.au/About-us/Contact-us\n- `pages/homepage.html` - pages - https://www.evoenergy.com.au/\n- `pages/publications-index.html` - pages - https://www.evoenergy.com.au/About-us/Reports-and-publications/Annual-Planning-Report\n- `pages/strategies-index.html` - pages - https://www.evoenergy.com.au/About-us/Reconciliation-Action-Plan\n- `pages/strategies-index__00.html` - pages - https://www.evoenergy.com.au/About-us/Reconciliation-Action-Plan\n- `other-pdfs/Complaints-and-Dispute-Resolution-Procedure-online.pdf` - other-pdfs - https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/Your-energy/Complaints-and-Dispute-Resolution-Procedure-online.pdf?rev=4ff54d78bf8c471798e5e83ca9a8d750&hash=664A2ADDDEE482B10FFC8EAB32117AC0\n- `other-pdfs/Annual-Planning-Report-2022.pdf` - other-pdfs - https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1\n- `other-pdfs/Annual-Planning-Report-2023.pdf` - other-pdfs - https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E\n- `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf` - other-pdfs - https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Evoenergy_Annual_Planning_Report_2024_unsigned.pdf?rev=5a829473f04a41dbaf11490b55a0a7ff&hash=B816A1F6AD6E4454DE1FE3F02D6BB841\n- `other-pdfs/Annual-Planning-Report-2025.pdf` - other-pdfs - https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Evoenergy - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:48:34.603222+00:00\n**Entity ID**: S-ACT-028\n**Jurisdiction**: Australian Capital Territory\n**Portfolio**: Energy\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 11\n- Unique legislation references found: 10\n\n| Type | Count |\n|---|---:|\n| Act | 8 |\n| Code | 2 |\n\n## Legislation References\n\n### Electricity Transmission Supply Code 2016\n\n**Type**: Code\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.act.gov.au/search?query=Electricity+Transmission+Supply+Code+2016\n\n**Sources**:\n- `other-pdfs/Annual-Planning-Report-2022.pages.jsonl`\n- `other-pdfs/Annual-Planning-Report-2023.pages.jsonl`\n- `other-pdfs/Annual-Planning-Report-2025.pages.jsonl`\n\n**Evidence contexts**:\n- the east of\nof approximately 3.8 MVA within the next the Gungahlin Town Centre. Peak demand at\ntwo years. Mitchell is also growing rapidly.\nLatent demand management within the Based on the requirements of the ACT\nexisting customer base was investigated, with Electricity Transmission Supply Code 2016\na maximum estimated capacity of 0.24 MVA. there is currently insufficient redundant\nThis does not meet the minimum capacity to capacity at Gold Creek Zone Substation\nenable the new feeder to be deferred. for short but increasing periods of time and\nminimal co\n Source: `other-pdfs/Annual-Planning-Report-2022.pages.jsonl`\n- ntre. Peak demand at\nDistrict is forecast to increase over the Mitchell is also growing rapidly.\nnext ten years with land release in the\nresidential suburbs of Jacka and Kenny, along Based on the requirements of the ACT\nwith several commercial and residential Electricity Transmission Supply Code 2016\ndevelopments in the Gungahlin Town there is currently insufficient redundant\nCentre area, including commercial, retail capacity at Gold Creek Zone Substation\nand residential developments as well as for short but increasing periods of time and\ncommunity facili\n Source: `other-pdfs/Annual-Planning-Report-2023.pages.jsonl`\n- ict to the east of\nthe shortfall. the Gungahlin Town Centre. Peak demand at\nMitchell is also growing rapidly.\nThe Dooring Feeder cable augmentation work\nand connection into the existing network was Based on the requirements of the ACT\ncompleted in March 2025. Electricity Transmission Supply Code 2016\nthere is currently insufficient redundant\n7.7.2 Gilmore Zone Substation capacity at Gold Creek Zone Substation\nThird Transformer and Third for short but increasing periods of time and\nminimal coincident opportunity to transfer\nSwitchboard\nload to neighbouring\n Source: `other-pdfs/Annual-Planning-Report-2025.pages.jsonl`\n\n### Main Elements AUSTRALIAN CAPITAL TERRITORY COMMONWEALTH Utilities Act 2000\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.act.gov.au/search?query=Main+Elements+AUSTRALIAN+CAPITAL+TERRITORY+COMMONWEALTH+Utilities+Act+2000\n\n**Sources**:\n- `other-pdfs/Annual-Planning-Report-2022.pages.jsonl`\n- `other-pdfs/Annual-Planning-Report-2023.pages.jsonl`\n- `other-pdfs/Annual-Planning-Report-2025.pages.jsonl`\n\n**Evidence contexts**:\n- ring-fencing guidelines define the rules which\nOur network planning process aims to achieve apply to separation of a regulated business\noperational outcomes in line with the NEO and non-regulated business activities.\nFigure 10. Utility Regulation Framework – Main Elements\nAUSTRALIAN CAPITAL TERRITORY COMMONWEALTH\nUtilities Act 2000\nNational Electricity Law\nUtilities (Technical Regulation) Act\nOther Statutory Instruments\nOHEK Statutory Instrument\nAUSTRALIAN ENERGY MARKET\nIndependent COMMISSION\nUtilities\nCompetition\nTechnical\nRegulatory\nRegulation\nCommission National Electricity Rules\nUti\n Source: `other-pdfs/Annual-Planning-Report-2022.pages.jsonl`\n- les which apply to separation\nc. the achievement of targets set by a\nof a regulated business and non-regulated\nparticipating jurisdiction –\nbusiness activities.\ni. for reducing Australia’s greenhouse\ngas emissions; or\nFigure 10. Utility Regulation Framework – Main Elements\nAUSTRALIAN CAPITAL TERRITORY COMMONWEALTH\nUtilities Act 2000\nUtilities (Technical Regulation) Act National Electricity Law\nOther Statutory Instruments Other Statutory Instruments\nAUSTRALIAN ENERGY MARKET\nIndependent Utilities COMMISSION\nCompetition\nTechnical\nRegulatory\nRegulation\nCommission National Electricity Rules\nU\n Source: `other-pdfs/Annual-Planning-Report-2023.pages.jsonl`\n- les which apply to separation\nc. the achievement of targets set by a\nof a regulated business and non-regulated\nparticipating jurisdiction –\nbusiness activities.\ni. for reducing Australia’s greenhouse\ngas emissions; or\nFigure 10. Utility Regulation Framework – Main Elements\nAUSTRALIAN CAPITAL TERRITORY COMMONWEALTH\nUtilities Act 2000\nUtilities (Technical Regulation) Act National Electricity Law\nOther Statutory Instruments Other Statutory Instruments\nAUSTRALIAN ENERGY MARKET\nIndependent Utilities COMMISSION\nCompetition\nTechnical\nRegulatory\nRegulation\nCommission National Electricity Rules\nU\n Source: `other-pdfs/Annual-Planning-Report-2025.pages.jsonl`\n\n### Rules (NER), Utilities Act 2000\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.act.gov.au/search?query=Rules+%28NER%29%2C+Utilities+Act+2000\n\n**Sources**:\n- `other-pdfs/Annual-Planning-Report-2022.pages.jsonl`\n- `other-pdfs/Annual-Planning-Report-2023.pages.jsonl`\n\n**Evidence contexts**:\n- lth and jurisdictional laws and limitations, asset renewal, power quality and\nstatutory instruments including National reliability in relation to transmission lines,\nElectricity Law (NEL), National Electricity zone substations and distribution network.\nRules (NER), Utilities Act 2000, Utilities The identified limitations are opportunities for\nTechnical Regulations Act, industry codes, non-network solutions including embedded\ntechnical codes, and regulations. The NER generation and demand-side management.\nrequire Evoenergy to undertake ann\n Source: `other-pdfs/Annual-Planning-Report-2022.pages.jsonl`\n- and jurisdictional laws and limitations, asset renewal, power quality and\nstatutory instruments including National reliability in relation to subtransmission lines,\nElectricity Law (NEL), National Electricity zone substations and distribution network.\nRules (NER), Utilities Act 2000, Utilities The identified limitations are opportunities for\nTechnical Regulations Act, industry codes, non-network solutions including embedded\ntechnical codes, and regulations. The NER generation and demand-side management.\nrequire Evoenergy to undertake ann\n Source: `other-pdfs/Annual-Planning-Report-2023.pages.jsonl`\n\n### Technical Regulation) Act 2014\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.act.gov.au/search?query=Technical+Regulation%29+Act+2014\n\n**Sources**:\n- `other-pdfs/Annual-Planning-Report-2022.pages.jsonl`\n- `other-pdfs/Annual-Planning-Report-2023.pages.jsonl`\n\n**Evidence contexts**:\n- progressed or completed over the\nof Evoenergy operations which promotes last year, and projects proposed for the\nsafety and reliability of network assets. forthcoming period.\nAn amendment was made to the Utilities The future programs are developed within the\n(Technical Regulation) Act 2014 via the\nEvoenergy Asset Management framework.\nUtilities (Technical Regulation) Amendment\nChapter 3 and Appendix D describes the\nBill 2017, which became effective on 1 July\nEvoenergy Asset Management Framework\n2018. This amendment transferred the\nand the appro\n Source: `other-pdfs/Annual-Planning-Report-2022.pages.jsonl`\n- romotes\nfailure of LV cables. During the last financial safety and reliability of network assets.\nyear most replacements of in-service cables\nwas unplanned in nature, generally due An amendment was made to the Utilities\nto degradation, or third-party damage. (Technical Regulation) Act 2014 via the Utilities\nHowever, Evoenergy is considering a condition (Technical Regulation) Amendment Bill 2017,\nmonitoring and testing program which will which became effective on 1 July 2018. This\nprovide additional data on asset failure amendment transferred th\n Source: `other-pdfs/Annual-Planning-Report-2023.pages.jsonl`\n\n### Utilities (Technical Regulation) Act 2014\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.act.gov.au/search?query=Utilities+%28Technical+Regulation%29+Act+2014\n\n**Sources**:\n- `other-pdfs/Annual-Planning-Report-2023.pages.jsonl`\n- `other-pdfs/Annual-Planning-Report-2025.pages.jsonl`\n\n**Evidence contexts**:\n- vice\nThe Director-General of the Environment,\nProvider, who is obliged to consider any\nPlanning and Sustainable Development\ncredible proposal including non-network\nDirectorate (EPSDD) is the ACT’s Technical\nalternatives without bias.\nRegulator. The Utilities (Technical Regulation)\nAct 2014 sets out technical requirements for\nutilities in the ACT. The specifics of many Incentive Schemes\nrequirements are set out in technical codes\nmade under the Act.\nService Target Performance\nThe paragraphs below provide a brief Incentive Scheme\ndescription of k\n Source: `other-pdfs/Annual-Planning-Report-2023.pages.jsonl`\n- vice\nThe Director-General of the Environment, Provider, who is obliged to consider any\nPlanning and Sustainable Development credible proposal including non-network\nDirectorate (EPSDD) is the ACT’s Technical alternatives without bias.\nRegulator. The Utilities (Technical Regulation)\nAct 2014 sets out technical requirements for\nIncentive schemes\nutilities in the ACT. The specifics of many\nrequirements are set out in technical codes\nmade under the Act. Service Target Performance\nIncentive Scheme\nThe paragraphs below provide a brief\ndescription of k\n Source: `other-pdfs/Annual-Planning-Report-2025.pages.jsonl`\n\n### ACT Electricity Transmission Supply Code 2016\n\n**Type**: Code\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.act.gov.au/search?query=ACT+Electricity+Transmission+Supply+Code+2016\n\n**Sources**:\n- `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pages.jsonl`\n\n**Evidence contexts**:\n- o the east of Fyshwick and Majura areas (under separate\nthe Gungahlin Town Centre. Peak demand at projects), to reduce the maximum demand\nMitchell is also growing rapidly. on the Fyshwick 11 kV switchboard to\nless than 21 MVA.\nBased on the requirements of the ACT\nElectricity Transmission Supply Code 2016 The proposed cable route length from East\nthere is currently insufficient redundant Lake to Fyshwick via Newcastle Street is\ncapacity at Gold Creek Zone Substation approximately 2.7 km.\nfor short but increasing periods of time and\nminimal coincident opportuni\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pages.jsonl`\n\n### AUSTRALIAN CAPITAL TERRITORY COMMONWEALTH Utilities Act 2000\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.act.gov.au/search?query=AUSTRALIAN+CAPITAL+TERRITORY+COMMONWEALTH+Utilities+Act+2000\n\n**Sources**:\n- `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pages.jsonl`\n\n**Evidence contexts**:\n- y to separation\nc. the achievement of targets set by a\nof a regulated business and non-regulated\nparticipating jurisdiction –\nbusiness activities.\ni. for reducing Australia’s greenhouse\ngas emissions; or\nFigure 10. Utility regulation framework – main elements\nAUSTRALIAN CAPITAL TERRITORY COMMONWEALTH\nUtilities Act 2000\nUtilities (Technical Regulation) Act National Electricity Law\nOther Statutory Instruments Other Statutory Instruments\nAUSTRALIAN ENERGY MARKET\nIndependent Utilities COMMISSION\nCompetition\nTechnical\nRegulatory\nRegulation\nCommission National Electricity Rules\nU\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pages.jsonl`\n\n### Critical Infrastructure Act 2018\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.act.gov.au/search?query=Critical+Infrastructure+Act+2018\n\n**Sources**:\n- `other-pdfs/Annual-Planning-Report-2023.pages.jsonl`\n\n**Evidence contexts**:\n- solutions\ncyber security controls, incorporating critical\n• Data Protection – Enable secure data\ninfrastructure risk management program\nsharing to support safe, efficient, and\nactivities introduced through the Security of\nscalable energy transition solutions\nCritical Infrastructure Act 2018. The Evoenergy\ncyber security program is seeking to improve • Respond and Recover – Evolve the\nthe confidentiality, integrity and availability of ActewAGL Joint Venture cyber security\nnetwork assets and data from cyber threats, response and recovery processes\n Source: `other-pdfs/Annual-Planning-Report-2023.pages.jsonl`\n\n### Existing (Technical Regulation) Act 2014\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.act.gov.au/search?query=Existing+%28Technical+Regulation%29+Act+2014\n\n**Sources**:\n- `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pages.jsonl`\n\n**Evidence contexts**:\n- identified as a potential operational risk.\nsafety and reliability of network assets.\nInitial trials of condition assessment, using\non-line partial discharge (PD) testing, has\nAn amendment was made to the Utilities\nbeen performed with some success. Existing\n(Technical Regulation) Act 2014 via the Utilities\nmethods of prioritisation for replacement\n(Technical Regulation) Amendment Bill 2017,\nconsiders cable vulnerability and network\nwhich became effective on 1 July 2018. This\ncriticality. Testing of selected cable sections\namendment transferred\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pages.jsonl`\n\n### NER), Utilities Act 2000\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.act.gov.au/search?query=NER%29%2C+Utilities+Act+2000\n\n**Sources**:\n- `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pages.jsonl`\n\n**Evidence contexts**:\n- and jurisdictional laws and limitations, asset renewal, power quality and\nstatutory instruments including National reliability in relation to subtransmission lines,\nElectricity Law (NEL), National Electricity Rules zone substations and distribution network.\n(NER), Utilities Act 2000, Utilities (Technical The identified limitations are opportunities for\nRegulation) Act 2014, industry codes, technical non-network solutions including embedded\ncodes, and regulations. The NER require generation and demand-side management.\nEvoenergy to underta\n Source: `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/homepage.html` (page)\n- `pages/publications-index.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__00.html` (page)\n- `other-pdfs/Annual-Planning-Report-2022.pages.jsonl` (pdf_pages)\n- `other-pdfs/Annual-Planning-Report-2023.pages.jsonl` (pdf_pages)\n- `other-pdfs/Annual-Planning-Report-2025.pages.jsonl` (pdf_pages)\n- `other-pdfs/Complaints-and-Dispute-Resolution-Procedure-online.pages.jsonl` (pdf_pages)\n- `other-pdfs/Evoenergy_Annual_Planning_Report_2024_unsigned.pages.jsonl` (pdf_pages)\n- `strategies/actewagl-joint-venture-innovate-rap.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "In a just, equitable and reconciled Australia, First Nations peoples will have the same opportunities to work and live in our community and access energy supplied by ActewAGL and Evoenergy.", "vision_source_page": 8, "purposes": "To attain this vision, ActewAGL and Evoenergy will work together to empower and connect communities through our operations, creating more employment and commercial opportunities, providing a respectful and equitable workplace and accepting the history and heritage of First Nations peoples as part of our way of working and company culture.", "purposes_source_page": 8, "how_we_deliver": "We aim to increase awareness and understanding of First Nations peoples’ diverse cultures and histories, while actively collaborating for positive outcomes. Our commitment to equity, rather than mere equality, empowers First Nations individuals, and we recognise our social responsibility for authentic engagement and consultation. At ActewAGL and Evoenergy, every employee should be well-informed about our reconciliation efforts, demonstrating these values daily.", "how_we_deliver_source_page": 8, "government_priorities": [ { "text": "Establish and maintain mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders and organisations.", "source_page": 11 }, { "text": "Build relationships through celebrating National Reconciliation Week (NRW).", "source_page": 11 }, { "text": "Promote reconciliation through our sphere of influence.", "source_page": 11 }, { "text": "Promote positive race relations through anti-discrimination strategies.", "source_page": 11 }, { "text": "Increase engagement with First Nations People regarding energy equity and the energy transition.", "source_page": 11 }, { "text": "Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.", "source_page": 13 }, { "text": "Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.", "source_page": 13 }, { "text": "Integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect.", "source_page": 14 }, { "text": "Increase employment opportunities and improve employee experience for First Nations peoples through our Diversity, Equity and Inclusion strategy.", "source_page": 15 }, { "text": "Increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program.", "source_page": 16 }, { "text": "Establish and maintain an effective RAP Working Group (RWG) to drive governance of the RAP.", "source_page": 17 }, { "text": "Continue our reconciliation journey by developing our next RAP.", "source_page": 17 } ], "outcomes": [ { "name": "Outcome 1: Employment and Community Engagement", "description": "To increase employment opportunities and improve employee experience for First Nations peoples through our Diversity, Equity and Inclusion strategy, and to increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program.", "key_activities": [ "Improve employment outcomes by increasing Aboriginal and Torres Strait Islander recruitment, retention and professional development.", "Increase Aboriginal and Torres Strait Islander supplier diversity to support improved economic and social outcomes.", "Increase awareness and participation of ACT and surrounding Aboriginal and Torres Strait Islander communities in the ActewAGL Community Grants program." ], "source_page": 15 }, { "name": "Outcome 2: Cultural Respect and Reconciliation", "description": "To increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning, and to build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week.", "key_activities": [ "Increase understanding, value and recognition of Aboriginal and Torres Strait Islander cultures, histories, knowledge and rights through cultural learning.", "Build respect for Aboriginal and Torres Strait Islander cultures and histories by celebrating NAIDOC Week." ], "source_page": 13 }, { "name": "Outcome 3: Environmental Stewardship and Cultural Respect", "description": "To integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect.", "key_activities": [ "Integrate ‘Caring for Country’ principles into the ActewAGL Sustainability Strategy to promote environmental stewardship and cultural respect." ], "source_page": 14 } ], "values": [ "empowerment", "equity", "engagement", "awareness", "respect", "inclusion", "sustainability" ], "values_framework_name": "Reconciliation Action Plan", "kpi_targets_2025_26": [ { "code": "RAP01", "measure": "Number of staff participating in cultural learning", "target": "100%", "source_page": 13 }, { "code": "RAP02", "measure": "Percentage of Aboriginal and Torres Strait Islander employees", "target": "10%", "source_page": 15 }, { "code": "RAP03", "measure": "Number of Aboriginal and Torres Strait Islander businesses engaged", "target": "5", "source_page": 16 } ], "kpi_results_2024_25": [ { "code": "RAP01", "measure": "Number of staff participating in cultural learning", "result": "80%", "status": "Partially achieved", "source_page": 13 }, { "code": "RAP02", "measure": "Percentage of Aboriginal and Torres Strait Islander employees", "result": "8%", "status": "Partially achieved", "source_page": 15 }, { "code": "RAP03", "measure": "Number of Aboriginal and Torres Strait Islander businesses engaged", "result": "3", "status": "Partially achieved", "source_page": 16 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "[pages 5,6,7]\nion 59\n5.2 System Demand 59\n5.3 Zone Substation Load Forecasts 66\n5.4 Load Transfer Capability 69\nChapter 6: Managing Existing Assets 71\n6.1 Primary Systems 71\n6.2 Secondary Systems 86\n6.3 Information and Operational Technology – Planning Outcomes 92\nChapter 7: System Planning 94\n7.1 Network Planning - What are the Main Challenges 94\n7.2 Joint Planning with Transgrid 95\n7.3 Inter-Regional Impact of Projects & Relevant National Transmission Flow Path Developments 96\n7.4 Urgent and Unforeseen Need 97\n7.5 Planning Outcomes - Network Constraints and Limitations 97\n7.6 Projects - In Delivery 101\n7.7 Projects - Completed 104\n7.8 Projects - Proposed 104\n7.9 Network Developments No Longer Proposed 121\n7.10 Constraints Requiring Detailed Technical Studies 121\n5 Evoenergy Annual Planning Report 2025", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "[pages 5,6,7]\nion 59\n5.2 System Demand 59\n5.3 Zone Substation Load Forecasts 66\n5.4 Load Transfer Capability 69\nChapter 6: Managing Existing Assets 71\n6.1 Primary Systems 71\n6.2 Secondary Systems 86\n6.3 Information and Operational Technology – Planning Outcomes 92\nChapter 7: System Planning 94\n7.1 Network Planning - What are the Main Challenges 94\n7.2 Joint Planning with Transgrid 95\n7.3 Inter-Regional Impact of Projects & Relevant National Transmission Flow Path Developments 96\n7.4 Urgent and Unforeseen Need 97\n7.5 Planning Outcomes - Network Constraints and Limitations 97\n7.6 Projects - In Delivery 101\n7.7 Projects - Completed 104\n7.8 Projects - Proposed 104\n7.9 Network Developments No Longer Proposed 121\n7.10 Constraints Requiring Detailed Technical Studies 121\n5 Evoenergy Annual Planning Report 2025", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "Greenfield Developments and their Energisation Status\nLocation Stage / detail Status / target energisation\nDenman North Stromlo Reach Stage 2 Target energisation April 2026\nDenman North Stromlo Reach Stage 3 Target energisation June 2026\nDenman North Stromlo Reach Stage 6A In design\nPNA completed with target\nDenman North Stromlo Reach Stages 6, 8, & 9\nenergisation May 2028\nCompleted & energised\nDenman North Stromlo Reach Stages 4 & 7\nFebruary 2025\nJacka 2 Stage 2 In design\nCompleted & energised June\nMacnamara Stage 1A, 1B & 1D\n2025\nCompleted & energised April\nMacnamara Stage 1C\n2025\nTarget energisation in March\nMacnamara Stage 1E & 1F\n2026\nMacnamara Stage 2 Part A Currently in EDP stage\nMacnamara Stage 2 Part B Currently in EDP stage\nCompleted & energised\nWhitlam Stage 3B\nFebruary 2025\nTarget energisation in February\nWhitlam Stages 4A1 & 4A2\n2026\nIn design with target", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "Greenfield Developments and their Energisation Status\nLocation Stage / detail Status / target energisation\nDenman North Stromlo Reach Stage 2 Target energisation April 2026\nDenman North Stromlo Reach Stage 3 Target energisation June 2026\nDenman North Stromlo Reach Stage 6A In design\nPNA completed with target\nDenman North Stromlo Reach Stages 6, 8, & 9\nenergisation May 2028\nCompleted & energised\nDenman North Stromlo Reach Stages 4 & 7\nFebruary 2025\nJacka 2 Stage 2 In design\nCompleted & energised June\nMacnamara Stage 1A, 1B & 1D\n2025\nCompleted & energised April\nMacnamara Stage 1C\n2025\nTarget energisation in March\nMacnamara Stage 1E & 1F\n2026\nMacnamara Stage 2 Part A Currently in EDP stage\nMacnamara Stage 2 Part B Currently in EDP stage\nCompleted & energised\nWhitlam Stage 3B\nFebruary 2025\nTarget energisation in February\nWhitlam Stages 4A1 & 4A2\n2026\nIn design with target", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 82]\n6.2.1 Secondary Assets - What Are SCADA provides essential remote monitoring\nThe Main Challenges? and control of electrical assets to Evoenergy’s\n24/7 Control Room, allowing the control team\nEvoenergy is regularly monitoring network maintain an overview of the network state and\nsecondary assets and assessing operational respond to electrical outages, load constraints\nrisks, compliance requirements, and future and power quality issues in real time.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 82]\n6.2.1 Secondary Assets - What Are SCADA provides essential remote monitoring\nThe Main Challenges? and control of electrical assets to Evoenergy’s\n24/7 Control Room, allowing the control team\nEvoenergy is regularly monitoring network maintain an overview of the network state and\nsecondary assets and assessing operational respond to electrical outages, load constraints\nrisks, compliance requirements, and future and power quality issues in real time.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "other-pdfs/Annual-Planning-Report-2023.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2023.pdf?rev=30f70a4115884178888cce7b06604780&hash=BB99B98B0E3769773B5D3A41464B285E)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[Page 5]\nTable of Contents\nForeword 9\nIntroducing Evoevergy 10\nPurpose of this Report 10\nExecutive Summary 11\nTransforming our Business for the Future 11\nWorking with Stakeholders on Solutions 21\nChapter Overview 22\nChapter 1: Stakeholder Engagement 23\n1.1 Engagement in Broad-Based Demand Management Programs 25\n1.2 Engagement in a Targeted Initiative 25\n1.3 Engagement in a Regulatory Investment Test 28\n1.4 General Feedback and Suggestions 30\nChapter 2: About Evoenergy 31\n2.1 Introduction 31\n2.2 Evoenergy’s Physical Environment 33\n2.3 Regulatory Environment 36\n2.4 Factors Impacting Future Network Development 37\nChapter 3: Asset Lifecycle Management 44\n3.1 Asset Management Approach and Components 44\n3.2 Network Planning Methodology 46\n3.3 Risk Based Probabilistic Planning 46\n3.4 Management of Existing Assets 48\n3.5 Maintenance Planning 49\n3.6 Annual Planning Report (This Document) 50", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[Page 5]\nTable of Contents\nForeword 9\nIntroducing Evoevergy 10\nPurpose of this Report 10\nExecutive Summary 11\nTransforming our Business for the Future 11\nWorking with Stakeholders on Solutions 21\nChapter Overview 22\nChapter 1: Stakeholder Engagement 23\n1.1 Engagement in Broad-Based Demand Management Programs 25\n1.2 Engagement in a Targeted Initiative 25\n1.3 Engagement in a Regulatory Investment Test 28\n1.4 General Feedback and Suggestions 30\nChapter 2: About Evoenergy 31\n2.1 Introduction 31\n2.2 Evoenergy’s Physical Environment 33\n2.3 Regulatory Environment 36\n2.4 Factors Impacting Future Network Development 37\nChapter 3: Asset Lifecycle Management 44\n3.1 Asset Management Approach and Components 44\n3.2 Network Planning Methodology 46\n3.3 Risk Based Probabilistic Planning 46\n3.4 Management of Existing Assets 48\n3.5 Maintenance Planning 49\n3.6 Annual Planning Report (This Document) 50", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/Annual-Planning-Report-2025.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2025.pdf?rev=75bee2e211084d98bf2fa32157f73c9b&hash=2789915B95C01FFBFFB7119A40CEC1CF)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "[Page 5]\n7.9 Constraints Requiring Detailed Technical Studies 131\n7.10 Regulatory Investment Test 132\nChapter 8: Demand Management 133\n8.1 Overview 133\n8.2 Demand Management Challenges 133\n8.3 Demand Management Initiatives 134\n8.4 Demand Management Future 135\nChapter 9: Future Ways Of Working 137\n9.1 Overview 137\n9.2 Project Converge 137\n9.3 Ginninderry Energy Pilot Project 138\n9.4 Tariff Trials 139\n9.5 Innovation Projects 140\nAppendix A: Glossary of Terms 143\nAppendix B: Network Physical Characteristics 145\nConfiguration Of The Evoenergy’s Network 145\nSystem Supply Security 146\nRatings Of Zone Substations And Transmission Lines 148\nAppendix C: The Regulatory Framework And Operating Environment 160\nIncentive Schemes 161\nAppendix D: Asset Management System Certification 164\nAppendix E: Demand Forecasts – Supplementary Information 165\nOverview 165", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/Annual-Planning-Report-2022.pdf (https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "[Page 5]\n7.9 Constraints Requiring Detailed Technical Studies 131\n7.10 Regulatory Investment Test 132\nChapter 8: Demand Management 133\n8.1 Overview 133\n8.2 Demand Management Challenges 133\n8.3 Demand Management Initiatives 134\n8.4 Demand Management Future 135\nChapter 9: Future Ways Of Working 137\n9.1 Overview 137\n9.2 Project Converge 137\n9.3 Ginninderry Energy Pilot Project 138\n9.4 Tariff Trials 139\n9.5 Innovation Projects 140\nAppendix A: Glossary of Terms 143\nAppendix B: Network Physical Characteristics 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(https://www.evoenergy.com.au/-/media/Project/Evoenergy/EVO/Documents/About-us/APR/Annual-Planning-Report-2022.pdf?rev=ee23d7d53eac46b79814bc0e28564d9e&hash=C1C5096A9A97C5B761349D03BA8BBBB1)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-ACT-028", "entity_name": "Evoenergy", "folder_name": "Evoenergy", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "Delivered in works related to Programs 5.1, 6, 8, • Physical Privileged 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