A two-day conference-style experience to strengthen team connection, build shared understanding, and shape the future of Service Delivery under the new operating model.
We are inviting the team to connect, think ahead to our future together, and align on key actions to get there.
Help each of us better understand how we connect to the broader operating model.
Explore what future work could look like if teams were not constrained by today's challenges.
Test current challenges, explore better responses, and agree where attention should go next turning our ideas into practical focus areas.
People understand systems best when they can see them, move through them, and make choices within them.
Opposite will conduct 30-minute interviews with each of you, and ask you to complete a survey and self-assessment gathered before the event so that we can focus on your challenges, ideas, and priorities.
Opposite have designed the two days to be similar to a conference. You will move through stations and activities in groups interacting with a range of different topics.
We will build our event around practical stories you share so we can test our thinking in a realistic context.
Insights from pre-work and activities will be played back so the group can see emerging patterns in what they value and where there are common challenges.
After smaller-group exploration, the full function will come together to identify the ways of working and priorities that matter most.
Day 1 reimagines the future. Day 2 tests that future against the current system. Together we aim to produce clarity, alignment and practical priorities.
Framing the purpose of the event and the context of the new operating model. Participants are invited to think beyond current constraints.
A light, future-focused warm-up to shift people from business-as-usual thinking into a more open, exploratory mode.
Teams rotate through four compelling visions for Service Delivery then choose the one that is most compelling.
Choices from the future-state activity are played back as a group profile revealing the individual and team preferences for the future.
Explore external and internal forces shaping the future based on your survey and interview findings alongside broader trends likely to affect the work ahead.
A "day in the life" scenario. Participants choose how they'd prefer work to happen in the future exploring topics like collaboration, coordination, planning, communication and decision-making.
Exploring individual's AI thinking styles profile (completed prior to session).
A practical, confidence-building session on AI including practical examples, and a take-away learning kit.
Reflecting on what the group has learned about the future, about itself, and about the kinds of ways of working it is most drawn to — building a bridge into Day 2.
Reconnecting to Day 1 insights and setting up the shift into operational reality. Day 1 is the imagined the future, Day 2 tests it against the current system.
We will explore the current challenges shared in interviews and the survey. Participants will need to spot the red herrings (what didn't you say) versus true themes (what you did say!).
Four interactive stations will be explored built around key parts of the Service Delivery lifecycle scenarios, decision sequences, consequences and reflections on what better would require.
The whole group identifies which future behaviours and ways of working matter most through live voting.
Groups sort priorities into "Act on now", "Build next", and "Let go or stop prioritising" ensuring the event ends with strategic choice and focus.
An initial AI summary of the two days, challenging what it has pulled together as a group.
A summary of findings from the desktop review conducted ahead of the All-In event. Your feedback on accuracy and completeness helps us design a better event.
Service Delivery is organised around the asset lifecycle of plan, design, build, operate and maintain. In practice, individual teams are strong but the way work moves between them is less clearly understood.
The distinction between the organisational structure (how roles, teams and reporting lines are arranged) and the operating model (how the business works to deliver outcomes through processes, accountabilities, decisions and interfaces) is not yet widely understood across the function. The structure may change over time to suit business needs, while the operating model provides a more consistent way of working.
The gap between the system as it is designed and the system as it is experienced day to day is the largest single thing the All-In can address.
Operational measures are reported as meeting targets, while an internal review found that Board-level risk reports need to be much more closely connected to operational performance and driven from evidence rather than business-owner opinion.
Several pressures are arriving at the same time. The TGP transmission contract is unresolved, Origin is in the retail market, residential load is falling, the Victorian exit is approaching, and third-party damage to assets is rising.
Each of these on its own is manageable. Together they will test the function, and the internal pace of change in handoffs, capability and information flow is slower than the external pace.
The risk environment relies on three separate systems that do not integrate well, a register holding more than 450 risks and more than 800 controls, and an enterprise risk capability that sits inside HSE rather than in a dedicated central function.
The three-lines-of-defence model is set out in policy but is weaker in the first and second lines in practice. The result is that risk is managed by being recorded rather than by being owned at the moment a decision is made.
Three real splits sit inside the function: between Tasmania and the remaining Victorian operation, between field and technical teams, and between people who joined before the Solstice rebrand and those who joined after.
"One team" is the right framing for the function, but it is not yet how the function feels day to day, and the All-In will surface those splits whether they are addressed directly or not.
The workforce is invested but wants more clarity on how the system connects to their day-to-day experience.
The most recent all-in session saw 75% participant engagement, overwhelmingly positive team sentiment, and clear feedback that the team wants these sessions to continue, stay interactive, and stay focused on them and the work of Service Delivery.
This gives the June All-In a strong mandate to build on. The function is not disengaged or resistant — it is ready for this conversation and has asked for it.
Future gas demand is uncertain, and asset decisions need to consider a plausible transition path for the network rather than only its engineering life.
AI is moving from experimental to operational use in utilities, and the bigger question is how AI will change which decisions are made by which roles.
Australian utilities are losing experienced operators faster than they are transferring what those operators know, and the window to capture and codify that knowledge is closing.
The Australian Energy Regulator expects more from gas networks on risk, resilience and customer outcomes, and social licence for gas in Tasmania is no longer automatic.
Critical infrastructure operators are facing increasing OT-security threats, and existing weaknesses in governance and information flow extend into a cyber dimension.
Origin's entry into the Tasmanian retail market means customer retention is no longer a given, and network reliability now matters more for keeping customers.
Weather volatility is increasing, and asset criticality and maintenance prioritisation need to weight climate-driven failure modes more heavily than they do today.
Accountable for overall Service Delivery performance, with six direct reports.
GIS, engineering standards, performance, regulatory compliance and the Strategic Asset Management Plan.
Works scheduling, the forward plan, fleet, and asset criticality.
SCADA, duty operations, incident response and business continuity.
Capital and cyclical works delivery.
Tasmanian field technicians, electrical and instrumentation, and asset protection.
Victorian field operations during the wind-down.
Key challenges
Main opportunities
Acknowledge the actual pressures facing the function and the recent risk and governance findings. Frame the event as building on strong performance rather than as a response to a problem.
Mix groups across the three Service Delivery splits from the warm-up onwards. Tasmania and Victoria, field and technical, and pre-Solstice and post-Solstice tenure.
Anchor the four future states in real Solstice options. Lean regulated core, integrated Solstice operator, AI-enabled field service, and renewable gases.
Use real Service Delivery work for the Day 1 Station 2 scenarios. A complex main replacement, a council-contractor third-party strike, and an asset replace-or-defer call with incomplete data.
Tie each Day 2 lifecycle station to one specific challenge from the desktop review. Plan to SAMP and criticality, Build to planning-to-field handoffs, Operate to third-party damage and escalation.
Draw the Station 5 candidate behaviours directly from the gaps surfaced in the desktop review. Raise risk early when KPIs are green, keep field voice in planning decisions, and route bad news to the GM within 24 hours.
Seed the Station 6 priority sort with the real strategic items already live in the function. System integration, SAMP embedding, risk register rationalisation, the "one SD" narrative, and the AI proof-of-concept portfolio.
2026 Board Strategy Day (BSD) draft — Sets corporate strategy as protect and optimise the core business while pursuing new growth. Five-year targets include retail breakeven by FY27, the Victorian exit by end FY27, and around four million dollars of new earnings by FY28.
Solstice Operational Risk Review (Veyter), October 2025 — External review of how Solstice manages risk. Four priority findings covering fragmented risk systems, thin risk capability, weak continuous improvement, and weak risk governance and reporting.
ELT Business Performance Report, March 2026 — Most recent monthly performance pack to the Executive Leadership Team. Core gas KPIs are largely on or ahead of budget. Three concerns flagged covering the TGP negotiation, third-party damage and Origin's retail entry.
Service Delivery org chart — GM Service Delivery (Lee Mason) plus six direct reports across Asset Management, Asset Planning, Network Operations and Control, Major Works, Network Services TGN and Field Services GPV/GNV.
All-In design brief and structuring papers — Confirm the purpose, audience, scope and design principles for the two-day event.
Hudson and Pitzer paper — Reference paper on safety and risk culture in high-hazard industries that has informed the design approach.
Asset Management strategy day slides, March 2025 — Show the status of the Strategic Asset Management Plan and the asset criticality work.
Rate each theme for accuracy (1 = not accurate, 5 = very accurate) and add any suggested updates. Your feedback will be emailed to the Opposite team.
Each represents a different emphasis for what Service Delivery could become. Teams explore strengths, trade-offs, and choose what resonates most.
A future built around coordination, clarity, control and smooth delivery. Everything works like clockwork — streamlined processes, clear handoffs and minimal waste.
A future built around trust, connection, inclusion, energy and strong team experience. People thrive, collaborate willingly and feel genuinely invested in outcomes.
A future built around adaptability, experimentation, learning and new ways of working. The function evolves continuously and embraces what's next.
A future built around foresight, strong controls, good decisions and the ability to respond well under pressure. Prepared for whatever comes next.
Interactive, scenario-based stations that make the current system visible and help teams explore what better could look like.
How work is scoped, sequenced, prioritised and handed over. Competing demands, unclear priorities, reactive work and cross-team coordination.
How work moves from plan to action across teams, locations and contexts. Control, coordination, adaptation, handoffs and maintaining clarity.
How decisions at one stage create downstream consequences. Design-build-operate-maintain connections and long-term visibility.
How risk is identified, escalated and managed through normal work. Early identification, controls, escalation, speaking up and safe decisions under pressure.
A clearer view of who the function is and how it works as one system.
Deeper relationships across teams, locations and roles.
Insight into the futures the group finds most compelling and some quick AI upskilling.
A prioritised set of focus areas for what matters most going forward.