Our 4 key activities set out how we will deliver our purpose and contribute to the outcomes assigned by the government in the Portfolio Budget Statements.
Key activity 1
Protect integrity and transparency across our administered schemes and their associated markets.
We safeguard confidence in the schemes and markets we administer by upholding high standards of assurance and transparency in everything we do. We administer schemes consistently and in accordance with legislative and policy requirements, providing clear, accurate and timely information to participants and stakeholders. Through active monitoring, assurance and engagement, we identify risks early and respond proportionately to protect market integrity.
We continuously improve our regulatory practices by learning from feedback, data and experience. This enables us to strengthen processes, guidance and controls over time, ensuring our approach remains effective, credible and fit for purpose in a changing operating environment.
Focus on: Collectors and custodians of data
We are the custodian of Australia’s key emissions, energy and abatement data. By ensuring this data is high‑quality, trusted and fit for purpose, we support informed decision‑making by government and participants and strengthen confidence in Australia’s carbon and emerging nature markets.
We invest in modern, secure systems and data infrastructure to improve the accuracy, timeliness and reliability of scheme data. This includes automated data validation, strengthened data governance and controls, and the progressive expansion of high‑value datasets and insights. These improvements enhance transparency, support early identification of emerging risks, and reduce manual handling, repeat enquiries and downstream assurance effort.
Demand for accessible and reliable data continues to grow as participants, government authorities, policymakers and the public seek to understand emissions trends, market dynamics and the credibility of environmental claims.
We support efforts to increase the transparency and accessibility of data collected by the agency. Through our data services platform, we provide clear, searchable and flexible access to information we collect, consistent with legislative requirements for safe and secure data use. We will continue to refine and expand these services, informed by data, feedback and experience, to ensure they remain effective, credible and fit for purpose in a changing operating environment.
Key activity 2
Deliver the programs we administer using best practice regulatory principles supported by effective enabling services.
We deliver the agency’s regulatory and corporate functions in a way that is evidence based, proportionate and fit for purpose. We apply data-driven and risk-based approaches to compliance to target regulatory effort where it will have the greatest impact, reduce unnecessary burden on participants, and support fair and consistent outcomes.
Our corporate and administrative services underpin this work by ensuring the agency meets its legislative, policy and governance obligations, while enabling efficient, reliable day-to-day operations. Together, these services support sound decision making and effective stewardship of public resources and enable the agency to operate efficiently.
Focus on: Driving quality regulatory outcomes through strong compliance
We apply a risk‑based, intelligence‑led approach to compliance to target regulatory effort where it has the greatest impact on scheme integrity and outcomes. While responsibility for compliance rests with participants, our role is to support understanding of obligations, deter non‑compliance and respond proportionately to risk, misconduct and harm, consistent with legislative and policy requirements.
Our compliance approach integrates education, monitoring and enforcement. We prioritise clear guidance and early engagement to support participants who are willing and able to comply, while using our full suite of compliance and enforcement powers where necessary to address non‑compliance. This enables fair and consistent regulatory outcomes, supports productivity and minimises unnecessary burden for low‑risk participants.
We use data analytics, AI-enabled tools, intelligence insights and emerging trends across the schemes we administer to inform our compliance priorities and deploy resources effectively. These capabilities enhance our ability to identify risks earlier, detect patterns of non-compliance and respond in a timely, transparent and proportionate way. This strengthens assurance over scheme integrity and enables the efficient stewardship of public resources. Compliance priorities are reviewed and refined annually to reflect changes in market behaviour, industry practice and government policy settings.
Transparency underpins our compliance approach. Where appropriate and consistent with legislative requirements, we publish information about our compliance priorities, expectations and actions to promote accountability, support informed participation and reinforce confidence in the schemes and markets we administer.
Key activity 3
Raise awareness and understanding of scheme requirements and apply expertise to enable productive engagement.
We work collaboratively with scheme participants, service providers, communities, institutions and other organisations to build understanding of scheme requirements and support compliant participation. Through targeted, timely and tailored engagement, we raise awareness, share insights and draw on stakeholder expertise to enable productive engagement and encourage innovation.
As the agency implements new legislative requirements and builds new functions, we adapt our engagement approaches to reflect differing needs and contexts. This supports efficient administration, reduces regulatory burden for both new and existing participants, and improves overall regulatory outcomes.
Focus on: Strengthening collaboration, cooperation and engagement
We work closely with scheme participants, communities, other regulators and government agencies to build shared understanding of scheme requirements, support market integrity and enable coherent administration across interconnected policy and market settings. Through collaboration and cooperation, we reduce duplication and regulatory burden while supporting consistent, fair and effective regulatory outcomes.
We are continually looking at how the agency engages with First Nations people and organisations, and where we can strengthen our capability and maturity in this area. There is growing market demand for First Nations core benefits to be recognised and verified alongside carbon offset units, renewable energy certificates and Nature Repair Market biodiversity certificates. Through the ACCU Scheme, particularly savanna fire management projects, First Nations organisations and land managers can apply traditional knowledge and cultural land management practices to generate carbon credits, creating employment, income and community-led economic development in regional and remote Australia.
The two current savanna fire management methods support strategic early dry season burning to reduce the frequency and intensity of damaging late dry season wildfires. The Emissions Avoidance method generates carbon credits by reducing methane and nitrous oxide emissions that would otherwise result from large, high-intensity fires. The Sequestration and Emissions Avoidance method builds on this by also recognising the additional carbon stored in living vegetation and dead organic matter as a result of improved fire management. Together, these methods combine traditional First Nations land management practices and knowledge with modern carbon accounting to deliver emissions reductions, biodiversity benefits and economic opportunities for communities across northern Australia.
"I think the work that the CER does is just so critical from a First Nations kind of perspective – caring for country is everything, and we really have to look after Country and so many of the schemes, markets, and programs that the Regulator runs are about that."
Oliver Costello
Regulator Board member
We continue to build on our established relationship with DCCEEW, by working together through regular engagement, information‑sharing and coordinated delivery. This collaboration enables us to contribute regulatory expertise and operational insights that support the effective design, implementation and ongoing refinement of schemes aligned with Australian Government priorities.
As expectations of regulators continue to increase, we prioritise clear communication, targeted education and timely engagement to set clear expectations and support compliant participation. By publishing guidance, data, insights and information, and responding to stakeholder feedback, we strengthen transparency, public understanding and confidence in the schemes and markets we administer, while continuously improving our services and regulatory approach.
Targeted and early engagement also improves productivity by reducing avoidable errors, repeat interactions and compliance follow‑up, enabling more efficient participation in our schemes and more effective use of regulatory effort.
We engage domestically and internationally to share data, insights and expertise that support climate reporting, market development and the operation of high‑integrity carbon and nature markets. This includes contributing specialist capability to whole‑of‑government and international processes and providing briefings to international government representatives on the schemes we administer and Australia’s carbon market, supporting international climate reporting and market development.
Key activity 4
Strengthen capability in our people, processes and digital infrastructure to meet current and emerging requirements.
We maintain and enhance the workforce capability, business processes and digital systems that underpin effective scheme regulation, compliance, enforcement and market facilitation. Strengthening capability is central to improving productivity by enabling work to be delivered more efficiently, consistently and at scale, while maintaining high standards of integrity and assurance.
Effective financial stewardship of public resources supports the delivery of our regulatory functions and key activities. As our responsibilities continue to evolve, we will ensure resources are directed to areas of greatest need and that financial decisions are aligned with organisational priorities and government expectations. We will continue to implement and maintain cost recovery arrangements that support policy objectives and sustainable administration of the schemes we regulate. Through sound financial management and long-term planning, we will maintain the capability and capacity required to deliver existing and emerging functions.
We focus on ensuring our systems are secure, resilient and fit for purpose; our processes are robust and adaptable; and our workforce has the skills and flexibility required to respond to evolving legislative responsibilities, risks and operating environments. Together, these foundations support reliable regulatory delivery and sustained organisational performance.
"It is very clear that we have a depth of experience and knowledge and a culture that strives for excellence which gives me, as a member of the Board, a high level of confidence in the agency."
Jo Sheppard
Regulator Board member
Focus on: Building capability across the agency
Our people
Our people are central to delivering our functions effectively. We are building a skilled, adaptable and future‑ready workforce with the capability to operate effectively in data‑enabled, digital environments, apply sound judgement in risk‑based regulation, and respond to evolving legislative, policy and operational requirements. We invest in targeted learning and development to support our managers to lead and foster high performing teams, manage performance with confidence, and deliver programs that strengthen capability across the APS core skill sets. We also deliver strategic workforce planning to establish clear career pathways and talent pipelines to meet the agency’s evolving needs, ensuring our people have the skills and confidence to perform effectively.
Figure 3 – Our People Capability Framework
As part of establishing the CENTR, we are developing capability maps to identify the skills, expertise and workforce profiles required to deliver this function effectively. These maps define the core technical, regulatory, analytical and assurance capabilities needed and inform workforce planning, recruitment, learning and development and succession planning.
We use outsourced resources selectively and in line with the APS Strategic Commissioning Framework, including where specialist expertise is required or skills cannot readily be sourced within the APS. In 2026-27, we will continue to reduce reliance on external engagements and ensure that work identified as core to the agency is delivered internally.
Our data
Strong data capability underpins effective, efficient and trusted regulation. We treat data as a strategic asset—robustly governed, responsibly used and purposefully applied—to support sound decision‑making, protect market integrity and maintain public confidence in the schemes and markets we administer.
We are strengthening our ability to collect, manage and analyse growing volumes of diverse data through integrated and scalable systems. This capability enables earlier identification of non‑compliance, more timely regulatory responses and improved assurance outcomes, while also supporting collaboration with other government agencies aligned with Australia’s emissions reduction and net zero objectives.
Building a strong data‑led culture is central to this approach. We value data literacy, encourage informed curiosity and support our people to confidently use data in their everyday work, embedding data into how we plan, prioritise and deliver our functions.
By strengthening how we manage and use data, we enable more efficient administration, support risk‑based regulation and generate insights that improve outcomes for the Australian Government and our scheme participants, and reinforce confidence in the integrity and transparency of the schemes and markets we administer.
Our digital technology
Our digital capability is a critical enabler of our performance as a regulator, supporting secure, reliable and efficient service delivery across the schemes we administer. Through ongoing digital transformation, we invest in resilient, user centred platforms that improve processing timeliness, system availability and administrative efficiency, while reducing regulatory burden for participants.
Our Change Program is modernising our platforms, services and tools to create a scalable and future‑ready digital ecosystem. These investments strengthen cybersecurity and system resilience, increase automation and reuse, and support interoperability as legislative requirements evolve, directly contributing to improved efficiency and consistent regulatory outcomes.
We are adopting a staged and proportionate approach to the use of AI to improve productivity and the efficiency of regulatory processes. AI will be implemented within an ‘expert in the loop’ model, ensuring all outputs are subject to human oversight, judgement and accountability. Over the period of this plan, we will continue to improve interoperability, automation and digital governance to maintain high levels of system availability and reliability. These initiatives support timely regulatory action, enable more efficient delivery of our key activities, and strengthen the measurement and assessment of performance as markets, technologies and participant expectations continue to evolve.