(Alt.) Introduction of Sweet Treat Reward System

Date of latest update
Type
Change
ID
R9999A
Latest Update
Approved for Implementation
Summary
The REC change process currently relies on formal obligations and voluntary participation to secure stakeholder engagement; however, this approach does not consistently drive timely, high-quality input during key stages such as consultations and working groups. As a result, participation can be delayed, inconsistent, or limited in substance, reducing the effectiveness of impact assessments and slowing overall change delivery.
In the absence of any positive reinforcement mechanisms, the process places full reliance on compliance rather than motivation, which may not fully reflect the human factors influencing engagement. This creates a persistent gap between the intended collaborative nature of the REC and the reality of stakeholder behaviour, ultimately affecting the pace and quality of change outcomes delivered to the market.
Proposer
Neil Brinkley
Date Raised
Date of Update to Priority
Solution Development
Proposed solution summary
To introduce a “Savoury and Sweet Treat Reward System” (SaSTRS), expanding the REC change process to include a balanced, non-financial incentive mechanism offering both savoury and sweet rewards for stakeholder engagement. The change aims to improve participation and the quality of contributions by recognising differing stakeholder preferences, thereby enhancing the effectiveness and timeliness of REC change delivery.
Problem Statement
The REC change process currently relies on formal obligations and voluntary participation to secure stakeholder engagement; however, this approach does not consistently drive timely, high-quality input during key stages such as consultations and working groups. As a result, participation can be delayed, inconsistent, or limited in substance, reducing the effectiveness of impact assessments and slowing overall change delivery.
In the absence of any positive reinforcement mechanisms, the process places full reliance on compliance rather than motivation, which may not fully reflect the human factors influencing engagement. This creates a persistent gap between the intended collaborative nature of the REC and the reality of stakeholder behaviour, ultimately affecting the pace and quality of change outcomes delivered to the market.
Workgroup
Workgroup(s)
Review status
Reviewed - Accepted

Farooq change proposal 1

Date of latest update
Type
Change
ID
R10001
Change Category
Change Path
Priority
Urgent
No
Latest Update
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Summary
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Proposer
Farooq Ahmad Salmani
Impacted REC Parties and Market Participants
Implementation Date
Status Live
EMAR Version 07.11.2025_live
Included changes Affected REC Items
R0003 Market-wide Half-Hourly Settlement Implementation
Implementation Status
Date Raised
Fuel
REC Decision Maker
Linked to SDS Delivery
No
Lead Analyst
Jemma Johnson
Date of Update to Priority
Solution Development
Proposed solution summary
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Problem Statement
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Workgroup
Workgroup(s)
Company Name
Loremipsum
Review status
Review required

Introduction of Sweet Treat Reward System

Date of latest update
Type
Change
ID
R9999
Change Category
Priority
Urgent
Yes
Latest Update
Consultation issued June 29th
Summary
This proposal introduces a formalised “Sweet Treat Reward System” within the REC governance framework, whereby participants are recognised with confectionery based incentives for timely delivery, high quality submissions, and proactive engagement in the change process. The change aims to improve stakeholder participation, reduce consultation fatigue, and enhance overall delivery performance by introducing a light-touch behavioural incentive aligned to existing governance activities.
Proposer
Mark Pearce
Impact Status
Impacted Consumers
Impacted REC Documents
Implementation Date
Status Scheduled
EMAR Version 4.1.0_Live

Documents

Name Version Last updated Actions
317 bytes
Version 1.0 - 08 Jun 2026 PDF - 317 bytes
1.0 08 Jun 2026
Implementation Status
Date Raised
Fuel
REC Decision Maker
Linked to SDS Delivery
No
Lead Analyst
Dave Jones
Date of Update to Priority
Solution Development
Proposed solution summary
The proposed solution is to introduce a new REC provision establishing a “Sweet Treat Reward System” (STRS), creating a light-touch, non-financial incentive mechanism linked to existing change process activities. This would require updates to REC governance documentation (e.g. Change Management schedule and supporting guidance) to define eligibility criteria, reward thresholds, and roles, with the Code Manager responsible for administering and maintaining the scheme and recording outcomes within the REC Portal. End-to-end, the solution would operate by linking stakeholder behaviours (e.g. timely consultation responses, active participation in CIG discussions, and high-quality submissions) to predefined reward triggers. The REC Portal would be enhanced to capture participation metrics, calculate eligibility, and notify participants of earned rewards via automated communications (e.g. portal notifications or email), with a monthly or milestone-based cadence. Data flows would include submission timestamps, attendance records, and qualitative assessment inputs from the Code Manager or Change Leads, which would be consolidated into a “Reward Eligibility Log” maintained within REC systems. Implementation would be led by the Code Manager, supported by the DSP for system changes and reporting capability, and overseen by REC governance bodies to ensure alignment with existing obligations and neutrality principles. The solution would not alter core decision-making processes but would overlay an engagement-focused mechanism, with clear accountability for administration, auditability of outcomes, and periodic review to ensure continued effectiveness and proportionality.
Problem Statement
The REC change process currently relies on formal obligations and voluntary participation to secure stakeholder engagement; however, this approach does not consistently drive timely, high-quality input during key stages such as consultations and working groups. As a result, participation can be delayed, inconsistent, or limited in substance, reducing the effectiveness of impact assessments and slowing overall change delivery.
In the absence of any positive reinforcement mechanisms, the process places full reliance on compliance rather than motivation, which may not fully reflect the human factors influencing engagement. This creates a persistent gap between the intended collaborative nature of the REC and the reality of stakeholder behaviour, ultimately affecting the pace and quality of change outcomes delivered to the market.
Workgroup
Workgroup(s)
Review status
Reviewed - Accepted