Stakeholder research

2024 research: government and industry

This research was undertaken by ORIMA, on behalf of Energy Safe Victoria, to inform continuous improvement efforts.

For this first year of the research program, feedback in the form of semi-structured interviews was collected from 39 government and industry representative bodies.

Approaches were made at the CEO level or equivalent, or in the case of large government agencies, the executive responsible for matters related to energy safety.

This is what we heard:

Stakeholder understanding

• Stakeholders feel they understand our remit as it relates to them and our expectations.
• Understanding of our role is limited, often based on assumptions.
• There is little interest in understanding areas beyond stakeholders' direct involvement.
• Without clear role definition, stakeholders expect us to handle all energy-related matters.
• There’s a perception that the community is unaware of our efforts to keep Victoria energy safe.

Impact and effectiveness

• Limited resources and legislative constraints are challenges but not excuses for lower outcomes.
• Effectiveness in detecting non-compliance is rated lower.
• Perception that we don't take enough enforcement action.
• Viewed as reactive, stakeholders expressed a desire for more visibility in enforcement.
• Expectation to build community confidence in the regulatory system for a safe energy transition.
• All stakeholders would like to see Energy Safe take a greater leadership role in the sector.

Reputation and capability

• Stakeholders see us as trustworthy and approachable.
• We deliver on promises but can be reluctant to make them.
• Accountable only for areas within our remit.
• Stakeholders want us to upskill staff in regulatory expertise and emerging consumer trends (e.g., energy producers, overseas products, online services from unlicensed trades).

Balance of focus

• Nearly all stakeholders believe we balance current obligations and future challenges well.
• Perceived as slow to act and not identifying or addressing emerging gaps.
• Interstate regulators value our leadership in national and international standards and sharing information and resources.
• We’re spread too thin, trying to serve too many interests, impacting effectiveness.

Engagement

• Our working relationships are a strength, with positive and often unprompted feedback provided.
• Our engagement is broadly positive, especially regarding CEO and Commissioners' accessibility and responsiveness.
• Satisfaction is lower with internal consistency in engagement style between executive and operational areas.
• Some industry stakeholders feel our staff can be bureaucratic or overly technical in interpreting legislation.

Challenges and risks

• Changing markets, consumer behaviour, and decentralisation (e.g., home batteries and EVs) require new regulatory approaches.
• Energy Safe plays a key role in ensuring a safe transition.
• Stakeholders worry misinformation is undermining public support for critical works.
• Skills shortages in key trades will increase competition, risky practices, and recruitment challenges.
• Ageing infrastructure requires more maintenance due to more frequent bushfires, storms and flooding resulting from climate change.

This is what we commit to do about it:

Amplify

We will enhance our regulatory presence by working with media and industry publications to highlight enforcement actions and common non-compliances.

Through social media, we’ll build public confidence in our ability to keep Victoria energy safe.

Assist

We’re upgrading systems and processes to ensure consistent regulatory advice, simplify self-service, and improve tracking of inquiries and complaints.

We will enhance guidance material to support industry compliance.

Collaborate

As the energy transition progresses, we’ll collaborate with other regulators to identify gaps and clarify responsibilities.

We’ll professionalise partnerships and focus on high-risk areas.

Enforce

Our investigations team, strengthened legal capacity, and proactive inspections will help us address emerging risks and ensure long-term compliance.

We’re also monitoring online platforms for rogue products and operators.

Upskill

Our People Strategy focuses on staff capability, informed by this research.

We’ll maximise the use of regulatory tools, stay active on standards committees, and explore opportunities to build the state of knowledge in new energy technologies.

+ Inform

We’ll use various methods to communicate our work, including:

• senior stakeholder engagement
• a new e-newsletter
• website enhancements
• a lithium-ion battery campaign
• a regional roadshow for electricians
• speaking spots at key industry conferences
• regulated entity forums
• an industry breakfast during National Electricity Safety Week, and
• apprentice classroom visits.

We thank the senior government and industry stakeholders who provided these insights.

We look forward to checking back with them in three years to review our progress.