CHARTER AND FUNCTION
Landcom is a state-owned corporation, operating under the Landcom Corporation Act 2001.
Principal objectives
Our principal objectives are:
- to be a successful business and, to this end:
- to operate at least as efficiently as any comparable businesses, and
- to maximise the net worth of the State's investment in it,
- to exhibit a sense of social responsibility by having regard to the interests of the community in which it operates,
- to protect the environment by conducting its operations in compliance with the principles of
- ecologically sustainable development contained in section 6 (2) of the Protection of the Environment Administration Act 1991, to exhibit a sense of responsibility towards regional development and decentralisation in the way in which it operates,
- to undertake, or assist the Government in undertaking, strategic or complex urban development projects,
- to assist the Government in achieving its urban management objectives,
- to be a responsible developer of residential, commercial and industrial land.
Principal functions
Our principal functions are to:
- undertake and participate in residential, commercial, industrial and mixed development projects
- provide advice and services related to urban development, on a commercial basis, to government agencies and others.
BOARD OF DIRECTORS, MEETINGS AND COMMITTEES
Board of Directors
The Board is constituted under the Landcom Corporation Act 2001. It comprises six non-executive directors plus the Managing Director. The directors are appointed by the Governor of New South Wales on the recommendation of the voting shareholders and after consultation with the Portfolio Minister.
During the reporting period, the directors were:
- Mr William Kirkby-Jones AM - Chairman
- Mr Neil Bird AM - Deputy Chairman
- Mr Sean O'Toole - Managing Director
- Ms Robyn Clubb - Director
- Ms Kim Cull - Director
- Ms Madeline Dermatossian - Director
- Ms Gae Raby - Director2
Board meetings
Unless otherwise agreed, the Board meets on the fourth Monday of each month. 17 meetings1 were held during this reporting period. The number of meetings attended by each director was as follows:
Attended
Director
|
Board meetings attended
|
|
| Mr W Kirkby-Jones AM |
17 |
|
| Mr N Bird AM |
17 |
|
| Mr S O'Toole |
17 |
|
| Ms R Clubb |
16 |
|
| Ms K Cull |
14 |
|
| Ms M Dermatossian |
15 |
|
Committee meetings
The Board has established four committees, the membership of which is reviewed on an annual basis. Membership of the committees during the reporting period was as follows:
Audit and Risk Management Committee:
- Ms Robyn Clubb - Chairman
- Mr Neil Bird AM
- Ms Madeline Dermatossian
- Ms Gae Raby2
Marketing and Sales Committee:
- Mr Neil Bird AM - Chairman
- Mr William Kirkby-Jones AM
- Mr Sean O'Toole
- Ms Gae Raby2
Information Technology Committee:
- Mr William Kirkby-Jones AM - Chairman
- Mr Neil Bird AM
- Mr Sean O'Toole
Remuneration Committee:
1 There were 11 meetings and six special meetings held during the reporting period.
2 Ms Raby retired from the Board in December 2009
RISK MANAGEMENT AND INSURANCE ACTIVITIES
Risk management
Landcom is committed to good corporate governance and adopts a methodical approach to the process and practice of risk management. Our risk framework is compliant with the Australian/New Zealand Risk Management Standard AS/NZS ISO 31000:2009 and embodies the business principles approach to corporate objectives.
To ensure the risk management process works effectively and creates value, we have:
- obtained commitment to risk management from the Board, Managing Director, executive and all staff;
- enhanced its integration with organisational processes (The Landcom Way);
- assigned risk management responsibilities within the organisation;
- refined the risk framework and improved guidelines on risk tolerance and reporting accountability;
- allocated appropriate resources to the training and development of all stakeholders in enhanced risk awareness and continual improvement.
The Board reviews the major strategic, business and operational risks to the organisation on a monthly basis. These are also reviewed by Board committees and the executive.
Business continuity
We continue to review and refine our business continuity management. Specific reviews of business process risk and impact analysis were conducted to refresh and validate our business continuity plan. This plan puts in place procedures to build operational resilience for adverse incidents, minimise the impact of a disaster and enable business to continue with minimum impact on stakeholders.
Testing of the plan during the reporting period focused on rehearsing disaster recovery plans. This included workplace recovery, response to pandemic illness and impact on critical business functions such as: communications; land titles data, property conveyancing and sales processing; payables and receivables processing.
Insurance
Landcom's insurance cover is provided by the NSW Treasury Managed Fund. The fund is based on the principles of self-insurance and as such places high priority on the implementation of sound risk management practice. The self-insurance scheme is administered by GIO General for risks relating to motor vehicle, property, public liability and directors/ officers liability. Workers' Compensation Insurance is administered by Allianz Australia under the Treasury Managed Fund.
Landcom completed its 2010/2011 Renewal Declarations for the Treasury Managed Fund in November 2009 and renewed all covers for the 2010/2011 policy period.
FREEDOM OF INFORMATION AND PROTECTION OF PRIVACY
Freedom of Information (FOI) applications
During the reporting period, Landcom received eight FOI requests.
Five requests were received from agencies seeking agreement to release documents. Landcom agreed to four of these requests, and to the partial release of documents in the case of the remaining request.
Three requests were received from individuals seeking access to documents. Landcom agreed to release the information in all cases.
The following table shows all categories affected by the Freedom of Information Act 1989 requests in 2008/2009 and 2009/2010.
| |
Total 09/10 |
Total 08/09 |
| Total number of FOI requests |
8 |
6 |
| Completed |
8 |
6 |
| Unfinished |
0 |
0 |
| What happened to complete requests? |
|
|
| Granted in full |
7 |
2 |
| Granted in part |
1 |
1 |
| Applicant refused |
0 |
0 |
| Assessed not applicable to Landcom |
0 |
2 |
| FOI requests granted in part or refused? |
|
|
| Section 22 - Advanced deposit not paid |
0 |
0 |
| Section 25 - Diversion of resources |
0 |
0 |
| Section 25 - Documents available free of charge |
0 |
0 |
| Section 25 - Exempt |
0 |
0 |
| Costs and fees of requests processed |
|
|
| Assessed costs |
$0 |
<$10,000 |
| FOI fees received |
$90 |
$30 |
| Discounts allowed |
$0 |
$0 |
| Days to process |
|
|
| 0-21 |
5 |
4 |
| 22-35 |
3 |
1 |
| Over 35 |
0 |
0 |
| Reviews and appeals |
|
|
| Number of internal reviews |
0 |
0 |
| Administrative Decisions Tribuna |
0 |
0 |
PRIVACY
Landcom is committed to ensuring individuals' privacy is protected and our activities comply with the Privacy and Personal Information Protection Act 1998 (NSW) and the Privacy Amendment (Private Sector) Act 2000 (Commonwealth).
Our privacy management plan is based on the following 12 information protection principles of the Privacy and Personal Information Protection Act (PPIP), which establish standards for using personal information.
PRINCIPLE 1 (S.8 PPIP Act)
Collection of personal information for lawful purposes
PRINCIPLE 2 (S.9 PPIP Act)
Collection of personal information directly from the individual
PRINCIPLE 3 (S.10 PPIP Act)
Requirements when collecting personal information
PRINCIPLE 4 (S.11 PPIP Act)
Other requirements relating to collection of personal information
PRINCIPLE 5 (S.12 PPIP Act)
Retention and security of personal information
PRINCIPLE 6 (S.13 PPIP Act)
Information about personal information held by agencies
PRINCIPLE 7 (S.14 PPIP Act)
Access to personal information held by agencies
PRINCIPLE 8 (S.15 PPIP Act)
Alteration of personal information
PRINCIPLE 9 (S.16 PPIP Act)
Agency must check accuracy of personal information before use
PRINCIPLE 10 (S.17 PPIP Act)
Limits on use of personal information
PRINCIPLE 11 (S.18 PPIP Act)
Limits on disclosure of personal information
PRINCIPLE 12 (S.19 PPIP Act)
Special restrictions on disclosure of personal information
There were no complaints about the use of personal information during the reporting year. Landcom's Summary of Affairs was published in the NSW Government Gazette in December 2008 and our Statement of Affairs was updated.
The FOI and Privacy Coordinator can be contacted by writing to:
FOI and Privacy Coordinator
Landcom
PO Box 237
Parramatta NSW 2124
or by email to: enquiry@landcom.nsw.gov.au
CREATING AND MAINTAINING A SAFE, DIVERSE AND ETHICAL WORK CULTURE
Occupational health and safety
Landcom's commitment to providing a safe and healthy work environment for employees, clients and stakeholders is highlighted by our commitment to continuous improvement in occupational health and safety. This is achieved through effective planning, consultation, implementation of programs, training, monitoring and review.
The Board has endorsed continuous improvements to the Occupational Health and Safety (OH&S) framework, meeting targets outlined by the NSW Government's "Taking Safety Seriously" and "Working Together” strategies."Working Together 2010 - 2012" initiatives have now been adopted.
Centralised accountability for the OH&S system is taken by the GM Corporate with underpinning processes managed by the Business Services Manager.
An OH&S consultation committee operates with staff volunteers and nominated management representatives in accordance with Landcom's OH&S policy which is reviewed as required. The committee meets quarterly to review previously raised issues, new issues and any near-miss incidents brought to its notice.
The OH&S system and processes have enabled:
- a forum for employees and management to openly discuss OH&S concerns;
- a regime of prevention, inspection, identification and reduction of OH&S hazards;
- a philosophy of continuous improvement to OH&S
- hazard identification inspections at all employee locations using defined checklists;
- maintenance of an OH&S actions database to monitor the status of hazard elimination or mitigation.
Landcom is committed to providing a safe and healthy work environment. Unfortunately, one lost time workplace repetitive strain injury and one minor journey incident occurred during the reporting period.
MULTICULTURAL POLICIES AND SERVICES PROGRAM 2008-2010
Landcom's ethnic affairs priorities are delivered through extensive community consultation before and during the development and marketing/sales phases of projects.
We communicate with the community through welcome, development and stakeholder consultation programs. The Welcome Program provides services and home “welcome” visits to residents who move into Landcom estates. Welcome kits provided as part of this program include information about access to culturally and linguistically diverse (CALD) organisations in the local area, services for CALD residents and information on how to access the free interpreter service.
Over the past year, our Welcome Program made contact with over 700 households in nine new housing estates. Approximately 25%-30% of these households were from CALD backgrounds where the main language spoken in the home was not English. Specific initiatives were implemented to help these community members and to bring different community groups together. In May, representatives from all Landcom Welcome Programs attended a one day workshop on “Working with Culturally and Linguistically Diverse Communities” at Sydney University.
During the year, we expanded our Walking Bus Program. Seven schools across northwest Sydney now participate in the program. One of the schools that introduced a Walking Bus this year is John Palmer Public School in The Ponds where an estimated 35% or more of residents were born overseas. The Walking Bus has had significant social outcomes and has seen participation from a high proportion of CALD families. More than 250 students now participate regularly, with more than 50% coming from a CALD background.
“Harmony Day” events were held in March 2010 as part of Landcom's Welcome Program in Blacktown, Liverpool and Camden. These were a celebration of each community's diversity and multiculturalism1.
To better inform these activities, we conduct a new resident survey to capture basic demographic information and obtain feedback on our sales and marketing processes. The survey asks residents for information on their and their parent's country of birth to better target future sales and marketing campaigns and community development programs.
Landcom's Stakeholder Consultation Workbook provides guidelines to project teams planning community engagement activities. The workbook includes information for effectively engaging members of ethnic minority groups and providing interpreters and written translation services.
All promotional materials for our residential developments refer to the availability of interpreter and translation services. Posters detailing the Department of Immigration and Multicultural Affairs' translating and interpreting services are also on display in all Landcom sales offices. Where appropriate, marketing campaigns for individual projects target specific CALD groups identified through market research as potential purchasers.
Merit selection practices are used and the principles of cultural diversity communicated in all Landcom recruitment processes. In addition, staff training (conducted annually) incorporates cross-cultural components.
Over the next two years, we will continue to implement and review our performance against our ethnic affairs priority statement.
1 34% of Blacktown residents, 46% of Liverpool residents and 16% of Camden residents were born overseas (ABS 2006).
Multicultural policies and services program 2008-2010: Performance report
The priorities established for Landcom during 2009/2010 and the details of our performance against these priorities are set out in the table below:
| Ethnic Affairs Initiative |
Key result area |
Strategies/Tasks |
Responsibility |
Resources
/ Budget |
Performance
Indicators |
Report 2009/2010 |
Goals for 2010/2011 |
| Develop and implement stakeholder consultation plans in accordance with Landcom's Stakeholder Consultation Workbook |
Social Justice [1.9 Planning for cultural diversity] |
Ensure that each project does not proceed without a stakeholder consultation plan (Australian Bureau of Statistics demographic data to be used to develop the plan, which is inclusive of ethnic communities)
Establish a register of stakeholder consultation plans
|
General Managers, Development
General Manager, Corporate Marketing
|
Project budgets
Division budget
|
100% of projects
Register established (timeliness)
|
100% of current projects had a formal stakeholder consultation plan
100% of current projects reported on implemented community consultation activities
|
100% of current projects to have a formal stakeholder consultation plan
100% of current projects to report on implemented community consultation activities |
| Improve information about interpretive and translation services in all relevant marketing and sales material |
Social Justice [1.7 Access to interpreters and translators] |
Review current marketing and sales material for appropriate information |
General Manager, Corporate Marketing |
Marketing budget |
Review complete (timeliness) |
Translating and interpreting services established in all offices. Interpreters used for specific community meetings |
References to translation interpreting services to be included in marketing and community information |
| Use census data to identify languages spoken by emerging communities in Landcom estates |
Social Justice [1.7 Access to interpreters and translators] |
Arrange for access to interpretive and translation services and provide Welcome Program information in key community languages |
Director, Sustainability & Policy and General Manager, Corporate Marketing |
Project budgets |
Review complete
(timeliness) |
Census and Landcom survey data reviewed for all Landcom projects where there was an active Welcome Program to identify major CALD communities |
Initiate a minimum of one community development program or event in each Welcome Program that addresses the needs and interests of identified CALD groups |
| Actively encourage CALD community-based organisations to tender for the delivery of Welcome Programs in new estates |
Social Justice [1.9 Planning for cultural diversity] |
Facilitate information sessions prior to the expressions of interest process, outlining the role and benefit of the Welcome Program |
Director, Sustainability & Policy |
Project budgets |
Number of CALD community-based organisations submitting
expressions of interest for new Welcome Programs |
A CALD community-based organisation (Macarthur Diversity Services Inc) is delivering Welcome Program at Mt Annan and Minto |
Encourage CALD community-based
organisations to tender for delivery of Welcome Programs in projects with an anticipated high percentage of CALD
residents |
| Through market research identify strategies to increase participation by CALD young people in Landcom's Welcome Programs |
Social Justice [1.9 Planning for cultural diversity] |
Undertake consultation with young people in established Landcom communities |
Director, Sustainability & Policy and General Manager Corporate Marketing |
Marketing and/or project budgets |
Research project completed (timeliness) |
Landcom‘s new residents survey, census data and community research identified Landcom projects with high percentage of CALD residents |
Plan and deliver specific initiatives for CALD young people into welcome and
community development programs |
| Develop strategic partnerships with CALD community-based organisations for delivery of community development initiatives in Landcom estates |
Community Harmony [2.1 Community development] |
Invite CALD organisations to submit proposals for community development initiatives in Landcom estates |
Director, Sustainability & Policy |
Division budget |
Partnership established |
Macarthur Diversity Services Inc delivers a range of community development initiatives (playgroups, environmental education etc) in Landcom’s Garden Gates estate at Mt Annan and delivers the Welcome Program in Minto. |
Establish additional partnerships and undertake further staff training to enable community development programs to better address the needs of CALD residents in Landcom communities |
Equal Employment Opportunity (EEO)
Landcom is an equal opportunity employer and has an EEO policy in place. Our code of conduct also stipulates our commitment to EEO.
In accordance with our EEO plan for 2009/2010 we undertook the following initiatives:
- All new employees received a formal induction to the organisation. Among other issues, the intention is to make them aware of Landcom's policies on OH&S, fair treatment at work, working from home and grievance procedures.
- Ongoing training in EEO principles for new employees.
- Employed an indigenous cadet as part of our Indigenous Cadetship Program.
- Professional development opportunities for all staff through the formulation of career and development plans as part of Landcom's performance development review process.
- Ongoing training, where necessary, on merit recruitment principles.
- Ongoing coaching/mentoring through Landcom's training and development program, which provides a structure for the growth and development of employees.
| EEO group |
Benchmark on target |
2005 |
2006 |
2007 |
2008 |
2009 |
2010 |
| Women |
50% |
42% |
40% |
41% |
41% |
42% |
42% |
| Aboriginals and Torres Strait Islanders |
2% |
|
|
0% |
0% |
0% |
1% |
| People whose first language was not English |
20% |
24% |
26% |
28% |
29% |
29% |
25% |
| People with a disability |
12% |
1% |
1% |
1% |
1% |
1% |
1% |
| People with a disability requiring work-related adjustment |
7% |
|
|
0% |
0% |
0% |
0% |
NSW GOVERNMENT ACTION PLAN FOR WOMEN
Landcom met the objectives of NSW Government's action plan for women by:
- promoting the development of career plans for all women through the performance development system (including access to professional development programs);
- implementing an annual training and development program, which includes coaching and mentoring;
- providing access to part-time employment arrangements;
- providing access to our working from home policy.
GUARANTEE OF SERVICE
Code of conduct
Landcom places the utmost importance on integrity, probity and the promotion of a positive and responsive attitude among staff. Our code of conduct has been prepared to provide support and guidance for these values and has the full support of the Board and executive.
The code provides an ethical framework for the way in which we conduct our business. It reinforces employee obligations and the Government's broader codes of practice apply to all staff and directors.
All new employees are briefed on the code during their induction to the organisation. They are also required to sign an acknowledgement form which accompanies the code to confirm they understand Landcom's ethical standards.
Complaints and compliments system
Landcom welcomes feedback from all stakeholders and has instituted a complaints and compliments handling system.
This system is supported by a policy and associated procedures which provide guidance to staff and an explanation to customers on how to submit a complaint or compliment. The policy relates to Landcom's products, services and conduct. The Landcom executive reviews complaints to determine if there is cause to implement corrective or preventative action. The majority of the complaints are dealt with within seven days.
There has been a 7% fall in the number of complaints received in comparison to the previous reporting period. (See table below).
During 2009/2010, Landcom received 24 formal compliments relating to our customer service and our management of community events.
| Category of complaint |
Number of complaints 2008/2009 |
Number of complaints 2009/2010 |
| Design |
0 |
2 |
| Environment |
2% |
2 |
| Marketing / Sales |
20% |
6 |
| Miscellaneous |
12% |
6 (construction)
9 (other) |
| Total |
27 |
25 |
EXECUTIVE POSITIONS
Remuneration of senior executives at or above Senior Executive Service (SES) level 5
Total remuneration for senior executives is calculated as the sum of the cost of employment, including contributions to a superannuation scheme by Landcom and novated lease payments for a motor vehicle, where such an option has been exercised. The payment of an “at risk” component is determined based on the performance of both Landcom and the individual senior executive.
| Executive |
Position |
Remuneration
paid 2009/2010 |
At risk paid
2009/2010 |
Total |
Key achievements |
| Sean O'Toole |
Managing Director |
$457,6411 |
$43,057 |
$500,698 |
- Achieved key financial and project targets
- Commenced construction and formally launched the Oran Park Town project to the public
- Progressed the development of Green Square, and relocation of the NSW Police Service
- Developed new business streams
- Finalised and launched the PRECINXTM sustainability tool
- Obtained approval for the Rental Housing Portfolio Project
- Supported applications for Commonwealth HAF funding
- Finalised the Compact Lot Housing Guide
- Assisted HousingNSW in the delivery of its NationBuilding
- Economic Stimulus Package
|
| Greg South |
General Manager Corporate and Finance |
$271,829 |
$26,338 |
$298,167 |
- Assisted with the delivery of key financial targets
- Delivered key project milestones
- Developed new business streams
- Obtained approval for the Rental Housing Portfolio Project
- Assisted HousingNSW in the delivery of its NationBuilding
- Economic Stimulus Package
|
| Mick Owens |
General Manager Development |
$248,153 |
$26,873 |
$275,026 |
- Achieved key financial targets
- Delivered key project milestones
- Commenced construction and formally launched the Oran Park Town project to the public
|
| Kerry Robinson |
General Manager Development |
$241,297 |
$23,607 |
$264,904 |
- Achieved key financial targets
- Delivered key project milestones
|
| Michael Burt |
General Manager Development |
$229,312 |
$24,895 |
$254,207 |
- Achieved key financial targets
- Delivered key project milestones
|
| Stuart McCowan |
General Manager Development |
$229,312 |
$24,895 |
$254,207 |
- Achieved key financial targets
- Delivered key project milestones
- Progressed the development of Green Square, and relocation of the NSW Police Service
|
| Robert Sullivan |
General Manager Corporate Marketing |
$224,624 |
$24,385 |
$249,009 |
- Assisted with the delivery of key financial targets
- Delivered key project milestones
|
1 The Managing Director's remuneration for 2009/2010 includes the payment of a long-term performance bonus of $60,000.
Note: During the year, the position of General Manager Finance & IT was vacated by Margaret Ennis on 8 February 2010 and filled by Michael Brodie on 22 March 2010. Figures are not included above.
Executives with remuneration equal to or exceeding SES level 1
At the end of the current reporting period, there were 18 executives with remuneration equal to or exceeding the equivalent of SES level 1 (excluding SES level 5 or above), of which four were women.
| Level |
Total no
of staff |
Men |
Women |
Aboriginals
and Torres Strait
Islanders |
People from racial,
ethnic, ethno
religious minority
groups |
People whose
language first
spoken as a child
was not English |
People with a
disability |
People with a
disability requiring
adjustment at work |
| 41,395 - 48,124 |
2 |
0 |
2 temporary |
0 |
1 |
1 |
0 |
0 |
| 51,738 - 56,211 |
6 |
1 temporary |
5
(1 part-time)
(1 temporary) |
0 |
3 |
3 |
0 |
0 |
| 59,027 - 64,595 |
9 |
1 |
8
(1 part-time)
(2 temporary) |
0 |
3 |
3 |
0 |
0 |
| 68,327 - 75,400 |
17 |
6 |
11
(4 temporary) |
0 |
8 |
8 |
0 |
0 |
| 81,697 - 90,156 |
29 |
10
(6 temporary) |
19
(3 part-time)
(7 temporary) |
0 |
9 |
9 |
0 |
0 |
| 95,659 - 103,531 |
1711 |
11 |
6
(1 part-time) |
0 |
8 |
6 |
1 |
0 |
| 108,819 - 119,719 |
44 |
31
(1 part-time)
(5 temporary) |
13
(1 part-time) |
0 |
10 |
10 |
0 |
0 |
| 129,920 - 142,075 |
5 |
4
(1 temporary) |
1 |
0 |
1 |
1 |
0 |
0 |
TOTAL
|
129 |
64 |
65 |
0 |
43 |
41 |
1 |
0 |
PROMOTIONAL ACTIVITIES
Promotion
During the reporting period, Landcom produced a number of publications that were designed to promote the release of land, with each land release being supported by a sales plan and an advertising campaign.
In addition, information concerning our corporate activities was communicated to Landcom stakeholders through the Annual and Sustainability Report 2008/2009 and via Landcom's website at www.landcom.com.au.
Production cost of annual report
The overall cost of producing, printing and building a HTML website of the 2009/2010 annual report is estimated at $90,000.
MISCELLANEOUS ACTIVITIES
Consultancies
We spent a total of $254,856 during the reporting period on consultants. These engagements were for upgrading our information technology system platform, developing policy and procedures documentation, facilitating Landcom's strategic planning workshop and business improvement program.
Overseas visits
During the 2009/2010 year there were seven overseas trips undertaken.
Three of these were by the Director Sustainability & Policy who is Landcom's representative on the Global Reporting Initiative (GRI). The Global Reporting Initiative produces the world's de facto standard in sustainability reporting guidelines. Landcom was invited by GRI to participate in this process as one of only two Australian representatives (Lend Lease is the other Australian participant). A total of only eight companies were invited to be involved in the working group worldwide.
The Managing Director and Chairman travelled to New Zealand to attend the Government Land Organisation's Chairs and CEOs Conference.
The Managing Director attended the United States Studies Centre (University of Sydney) fact finding visit to the US. The visit was in conjunction with Infrastructure Australia to examine sustainable development aimed at city renewal and revitalisation.
The General Manager Corporate undertook a trip to the US to attend the US National Multi Housing Council's annual Apartment Strategies Conference and to undertake research into institutional investment in residential property through portfolios of rental apartments.
DISCLOSURE OF APPROVED EXEMPTIONS
Following Landcom's corporatisation on 1 January 2002, approval was granted for the reporting exemptions (relevant to this annual report, shown in the table overleaf). The list of exemptions, some with conditions attached, was approved by NSW Treasury to overcome concerns about the loss of commercial confidentiality for statutory state-owned corporations.
Statutory requirements
|
Act/Regulation references
|
Comments |
| ANNUAL REPORTING EXEMPTIONS |
Budgets
- Detailed budget for the year in review
- Outline budget for next year
- Particulars of material adjustments to detailed budget for the year reported on
|
s.7(1) (a) (iii) Annual Reports (Statutory Bodies) Act 1984
s.7(1) (a) (iii) Annual Reports (Statutory Bodies) Act 1984
cl. 7 Annual Reports (Statutory Bodies) Regulation 2010 |
|
| REPORT OF OPERATIONS |
Summary review of operations
- Narrative summary of significant operations
- Selected financial and other quantitative information associated with the administration of programs or operations
|
Schedule 1 Annual Reports (Statutory Bodies) Regulation 2010 |
Exemption subject to a condition that comments and information
relating to the “summary review of operations” are to be disclosed
in a summarised form. |
|
Management and activities
- Nature and range of activities
- Measures and indicators of performance
- Internal and external performance reviews
- Benefits from management and strategy reviews
- Management improvement plans and achievements
- Major problems and issues
- Major works in progress, cost to date, estimated dates of completion and cost overruns
- Reasons for significant delays etc to major works or programs
- Research and development
- Completed research including resources allocated
- Continuing research and development activities, including resources
|
Schedule 1 Annual Reports
(Statutory Bodies)
Regulation 2010 |
Exemption subject to a condition that comments and information
relating to “management and activities” are to be disclosed in a
summarised form. |
Human resources
- Number of employees by category and comparison to prior three years
- Exceptional movements in employee wages, salaries or allowances
- Personnel policies and practices
- Industrial relations policies and practices
|
Schedule 1 Annual Reports
(Statutory Bodies)
Regulation 2010 |
|
Consultants
- For each engagement costing more than $50,000:
- name of consultant
- title of project
- actual cost
- For each engagement costing less than $50,000:
- total number of engagements
- total cost
- If applicable, a statement that no consultants were engaged
|
Schedule 1 Annual Reports
(Statutory Bodies)
Regulation 2010 |
Exemption subject to a condition that the total amount spent on
consultants is to be disclosed along with a summary of the main
purposes of the engagements. |
Land disposal
- Properties disposed of during the year:
- If value greater than $5 million and not by public auction or tender:
- list of properties
- for each case, name of person who acquired the property and proceeds from disposal
- details of family or business connections between the purchaser and the person responsible for approving the disposal
- statement giving reasons for the disposal
- purpose/s for which proceeds were used
- statement indicating that access to the documents relating to the disposal can be obtained under the Freedom of Information Act
|
Schedule 1 Annual Reports
(Statutory Bodies)
Regulation 2010 |
|
Consumer responses
- Extent and main features of complaints
- Services improved/changed in response to complaints/suggestions
|
Schedule 1 Annual Reports
(Statutory Bodies)
Regulation 2010 |
Exemption subject to a condition.
The condition is that comments and information relating to
“consumer responses” are to be disclosed in a summarised form. |
Payment of accounts
- Performance in paying accounts, including action to improve payment performance
|
Schedule 1 Annual Reports
(Statutory Bodies)
Regulation 2010 |
This exemption only applies to statutory state-owned corporations as
they are not subject to the payment of accounts provisions in s15 of
the Public Finance and Audit Regulation. |
Time for payment of accounts
- Reasons for late payment
- Interest paid due to late payments
|
Schedule 1 Annual Reports
(Statutory Bodies)
Regulation 2010 |
As above. |
| Report on risk management and insurance activities |
Schedule 1 Annual Reports
(Statutory Bodies |
Exemption subject to a condition. The condition is that the comments
and information are to be disclosed in a summarised form. |
Disclosure of controlled entities
- Details of names, objectives, operations, activities of controlled entities and measures of performance
|
Schedule 1 Annual Reports
(Statutory Bodies)
Regulation 2010 |
Exemption subject to a condition. The condition is that the names of
the controlled entities are to be disclosed along with a summary of
the controlled entities' objectives, operations, activities and measures
of performance. |
| Investment performance |
cl. 12 Annual Reports
(Statutory Bodies)
Regulation 2010 |
|
| Liability management performance |
cl. 13 Annual Reports
(Statutory Bodies)
Regulation 2010 |
|
References: Annual Reports (Statutory Bodies) Act 1984, Annual Reports (Statutory Bodies) Regulation 2010.