As Synergy undertakes one of the most significant transformations in its history, the challenge before us is not only technical. Alongside decarbonising our generation portfolio, investing in renewables and storage, and supporting customers through a rapidly changing energy system, we must also evolve how opportunity is created, assessed and advanced across our organisation. I have joined the CEOs for Gender Equity initiative because achieving lasting change requires leadership commitment, transparency and shared accountability.

Energy is essential to every household, business and community. To serve that responsibility well, Synergy’s team must reflect the diversity of the communities we serve and bring together a broad range of perspectives, skills and technical expertise.

At Synergy, our gender pay gap reduced to 24 per cent in 2024-25 following deliberate and consistent action. This is progress, but material gaps remain, particularly in operational, site-based and technical roles where the gap is closer to 40 per cent. These outcomes reflect historical workforce composition, tenure and the concentration of men in higher-paid heavy-industry roles where allowances, overtime and bonuses influence total remuneration. While these structural factors do not change quickly, they are beginning to shift as legacy roles evolve, and new opportunities emerge across renewables, storage and future energy technologies.

Addressing these challenges requires more than isolated initiatives. It demands structural reform, consistent leadership and everyday action. Over the last financial year, women held 48 per cent of senior leadership roles at Synergy, reflecting sustained focus and accountability. At the same time, we recognise that leadership representation alone does not resolve pipeline constraints, particularly in STEM and operational pathways. We are strengthening entry points into the organisation through gender-neutral job advertising, balanced recruitment panels, and bias-reduction practices. Almost 40 per cent of our current apprentices are now female and our graduate cohorts reflect gender balance. We are also investing in development, sponsorship and progression, recognising that ambition must be actively supported if it is to translate into opportunity.

Flexible work is another critical enabler of equity. At Synergy, flexibility is normalised and supported across different life stages through a range of arrangements including 22 weeks of paid parental leave, superannuation during unpaid parental leave, and dedicated leave for menopause, fertility, and family and domestic violence. Importantly, we encourage men to take parental leave and use flexibility, recognising that cultural change accelerates when leaders model these behaviours.

As leaders, particularly men, we have a responsibility to act as allies, to remove barriers where we see them, and to create environments where people are supported to contribute fully and progress with confidence. I am committed to building a team that reflects our community, strengthens our capability and supports Synergy’s long-term purpose as an essential service provider, accountable for the future we are helping to shape.