Loyalty tax inaction: A massive missed opportunity, consumer and business groups say

     

                                        


Loyalty tax inaction: A massive missed opportunity, consumer and small business groups say

 

Leading consumer and small business groups have expressed dismay at the Australian Energy Market Commission’s (AEMC) failure to address the ‘loyalty tax’ harming households and small business.
This follows today’s release of the AEMC’s Pricing Review final report. While the AEMC’s draft report proposed a promising reform – recommending that retailers charge all customers on the same plan the same price – the final report has backtracked.
Instead, the AEMC opted for disclosure-based recommendations that keep the burden on households and small business stuck on older, expensive plans to navigate a complex market in order to seek out a fair price. The AEMC’s final recommendation would require retailers to tell consumers how much more they are paying – instead of requiring retailers to give consumers a fair deal in the first place.
Quotes attributable to Dr Brendan French, Chief Executive Officer, Energy Consumers Australia
“This is a massive missed opportunity. The loyalty tax is a trap that households, small business, and even retailers find themselves in. Just to keep their market share, retailers will offer unrealistic low prices – which they then need to hike up, often by 20% or more, within a year. What’s worse, they fund these low prices by charging loyal customers more. In reality, it’s a Catch-22 because no retailer can really afford to step out of this cycle. This is why we all hoped that the AEMC, as the system rule maker, would step in.
“The reality of the loyalty tax is perverse. The ACCC has found that households and small businesses who’ve stayed with a retailer for a couple of years are often paying hundreds of dollars more per year simply for their loyalty.
“And, in the end, all energy consumers end up paying the price. We are all footing the bill for retailers to spend tens of millions marketing unsustainable prices to new customers, only for the customers to then move on to other retailers when they find out the savings weren’t going to last.
“This means the energy market often becomes a race to the bottom, forcing retailers to rely on consumer confusion and a loyalty tax just to stay competitive. This reinforces churn, not service, as the engine driving the retail market.
“It’s really a question about what kind of world we want to live in. We cannot allow more than a million households — who are often lower-income or otherwise disadvantaged, as the AEMC acknowledges — to fund short-term benefits for those with the time and resources to repeatedly switch retailers. Instead of spending money on marketing and customer churn, this should be invested in better products, services, and fairer, more sustainable pricing for everyone.
“The AEMC’s recommendation to “shine a light” on the loyalty tax simply won’t address the issue. It fails to address the structural market failure because no retailer can realistically act alone to fix this.
“The failure to tackle the loyalty tax in a substantive way is yet another example of how broken the current energy market is for consumers. It perpetuates a model in which the entire obligation for getting a fair deal falls on households and small businesses. Today’s announcement underlines yet again the critical need for a consumer duty — which would ensure business models like the loyalty tax are tested against standards of fairness and suitability. We welcome Energy Ministers commitment to consult on this important reform, but in light of today’s disappointing decision, they must now fast-track this critical work.
“While we are deeply disappointed by the failure to address the loyalty tax, ECA strongly welcomes the AEMC’s other recommendation on network tariffs, another area in which current pricing leads to inequitable outcomes. The AEMC’s work in addressing this situation is to be congratulated, though it does make us wonder why they couldn’t do the same for retail pricing.”
Quote attributable to Erin Turner, Chief Executive Officer, Consumer Policy Research Centre
“Making consumers jump through hoops to get a better price for the same power from the same retailer is deeply unfair. Consumers don’t need more information; they need a fair deal.”
Quote attributable to Eleanor Doran, Assistant Director, Policy and Campaigns, Consumer Action Law Centre:
“A loyalty tax, penalising long-term customers, makes a mockery of ‘loyalty’ and is profoundly unfair. Callers to our frontlines are suffering in this cost-of-living crisis where every dollar in their paycheck has to be accounted for. People deserve the best deal today regardless of when they signed up to their plan.”
Quote attributable to Dr Domenique Meyrick, Chief Executive Officer, Financial Counselling Australia:
“Many of the clients financial counsellors see are struggling with power bills. A system which penalises those who remain loyal to one plan only makes things worse for those who are already in hardship – it’s simply unfair.”
Quote attributable to Zyl Hovenga-Wauchope, Chief Executive Officer, FCVic:
“A stronger national approach to the loyalty tax would reinforce the principle that consumers should be rewarded for loyalty, not penalised for it. Fair pricing should be standard practice across Australia.”
Quote attributable to Patricia Sparrow, Chief Executive Officer, COTA Australia:
“Many older Australians are already stretching every dollar to cover rising costs. They’re less likely to switch energy plans, which means they’re more likely to be punished for their loyalty with higher bills.
“When you’re living on a fixed income, like the pension, paying hundreds of dollars more for the same service is unsustainable.”
Quote attributable to Skye Cappuccio, Chief Executive Officer, Council of Small Business Organisations Australia (COSBOA):
“Electricity loyalty pricing is not good for small business because it rewards inaction and penalises busy operators. Small businesses should not have to constantly monitor the market just to avoid being overcharged.”

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JEREMY BROWN

Jeremy is currently the Chief Executive at Uniting Communities and is deeply committed to cultivating a strong, values-driven organisational culture that places people and community at its core. His leadership style is grounded in empathy, innovation, and strategic growth, ensuring that Uniting Communities continues to deliver inclusive and impactful services to more than 80,000 South Australians each year.

His previous roles include Chief Operating Officer of Novita Services and Chief Operating Officer of Baptist Care (SA). He has also had a long-standing association with SACOSS where he served as a member of their Policy Council.

MICHELE WACHLA

Michele is an accomplished social services professional with a dual background in Social Work and Business, bringing over 18 years of experience to her work. She has developed a deep understanding of the unique challenges and opportunities within Regional, Rural, and Remote (RRR) environments, particularly in South Australia. Michele is a recognised leader, known for her expertise in designing and implementing place-based initiatives that address the complexities of RRR communities. Her work is underpinned by strategic planning, effective resourcing, and a strong focus on policy review and advocacy to ensure that services remain relevant, equitable, and sustainable. Michele’s commitment to community-centred approaches drives meaningful outcomes, nurturing resilience, and growth across regional South Australia.

KHATIJA THOMAS

DAVE ADAMSON

Dave moved to Australia following a 30-year academic career in the UK. He has since worked in the Community Housing sector and authored the 2016 Towards a National Housing Strategy, and helped to establish the Everybody’s Home campaign. He also researches the interface between poverty and climate change and actively supports the United Nations Sustainable Development Goals. He has worked with government at all levels and has experience of policy development and evaluation. He is co-author of Sustainable Places: Addressing Social Inequality and Environmental Crisis (2022, Routledge). In his spare time he plays and builds guitars.

ROHAN FEEGRADE

Rohan is an experienced and forward-thinking CEO, senior executive and board director with demonstrated expertise across the not-for-profit, private and government sectors. Currently CEO of Lutheran Care, he has proven record for creating substantial organisational, stakeholder and client value, and has extensive experience in strategically positioning organisations for transformational change and growth within the health, disability, education and community service sectors. Rohan is a socially responsible professional, genuinely passionate about creating opportunities for people who live with disadvantage and disability, always acting ethically to serve those he works with and for.

JANE MUSSARED

Jane has worked in for purpose and government health and human service settings throughout her career. In June 2024 she returned to SA and joined the Maggie Beer Foundation as CEO following 20 months based in Canberra as an Advisor to the Federal Minister for Health and Aged Care. Previously she was Chief Executive of COTA SA and before that an executive of ACH Group. Jane served on a range of boards and committees prior to moving to Canberra, including the SACOSS Policy Council until 2022, as chair of the South Australian Circus Centre and as a non-Executive Director with the Maggie Beer Foundation.

NANCY PENNA

Nancy has than 30 years of experience in South Australian community services, and a a unique understanding of the political and social landscape and the issues and opportunities facing South Australia. Currently responsible for the strategic and operational oversight of AnglicareSA’s community services portfolio, she has previously held executive roles in government within child protection and disability, with her executive experience underpinned by her earlier career as a social worker in child protection and youth justice. She is also Chair of the Child and Family Focus South Australia (CAFFSA) Board and most recently on the Housing Security for Older Women Taskforce.

NICOLE CHAPLIN

Nicole is a dedicated and experienced youth support professional, specialising in solutions for disadvantaged young people in South Australia. As CEO of St John’s Youth Services, she oversees innovative programs like youth110 and Foyer Port Adelaide. With over thirty years in the community sector, Nicole has built extensive networks and her expertise spans governance, service delivery, policy development, and partnerships. Recognised with the 2018 AHI Inspirational Leader Award, Nicole is an active participant in housing and homelessness networks. She holds leadership roles in various organisations, including Anglicare Australia’s National Reconciliation Network.

EMMA CROSBY

Emma is a chartered Accountant with more than 15 years experience as a board member, finance and business professional, strategic advisor and company secretary. She has strong values and a passion for enabling and leading organisations to meet its operational and strategic direction through long-term financial sustainability, operational efficiency, innovation, leadership, transformation and partnerships. As Treasurer and Board member at SACOSS, she is committed to successfully leading and making a purposeful impact to the organisation and its stakeholders.

David PANTER

David has worked in health and social care for almost 45 years, over half of which has been as a Chief Executive. In the UK he initially worked in the NHS and more latterly in local government, where he was Chief Executive of Brighton & Hove City Council. In 2004 David was recruited to the South Australian public health system for over 10 years leading reforms including the development of the new Royal Adelaide Hospital. From 2015-2022 David was the Chief Executive of not-for-profit aged care provider ECH. At the end of January 2022 David became the Chief Executive at Minda, SA’s largest provider of services to people living with an intellectual disability.