WE WILL INNOVATE AND STREAMLINE OPERATIONS AND PROCESSES TO BE MORE EFFECTIVE
Provide the strategic enablers to support business outcomes, develop core business frameworks and increase value-add services while maintaining a stable cost base.

RESULTS

Performance criterion 1 – Operational expenditure: Stable operations budget

Criterion source
2018–19 Corporate Plan (Performance section, page 23)

Results against performance criterion
Operational expenditure for the year ending 30 June 2019 was $13.455m*, $1.027m below the budget of $14.482m. Operational expenditure remained well below the administration expense ratio of 0.30% of eligible employee wages which was established as the upper limit cost to deliver on Coal LSL’s corporate objectives and strategies for the period.
*Excluding losses from sale of investments and non-financial assets.

Performance criterion 2 – Workforce strategy: Completed implementation of stage 1

Criterion source
2018–19 Corporate Plan (Performance section, page 23)

Results against performance criterion
Our Workforce Strategy sets out how we intend to develop our workforce capability. The strategy sets out our priorities and areas of focus:

• Health and wellbeing
• Capability development
• Leadership
• Sustainability.

The first stage of the workforce strategy was successfully delivered, with a focus on the implementation of the core foundations.

During the year we improved sustainability by insourcing payroll. This entailed the implementation of new payroll and human resource information system. This provides a more effective process and experience for employees while providing the organisation with increased efficiency and access to data.

We also introduced Ignite, our health and wellbeing program. Partnering with a local health provider, we offered health assessments for employees with more than 90% of our team participating. These assessments provided insights into the areas of education and focus, resulting in education sessions on functional fitness and nutrition. The education sessions were complemented with team activities, such as charity walks, to embed those learnings.

Investing in leadership and capability was one of our key focus areas. This year we launched our Leadership and Management Development program. Involving more than 30% of our workforce, this program combines practical skills with personal leadership.

Performance criterion 3 – Digital strategy: Completed implementation of stage 1

Criterion source
2018–19 Corporate Plan (Performance section, page 23)

Results against performance criterion
We have delivered the first stage of our digital transformation.

The focus of our digital strategy for 2018–19 was to enhance our core systems. We concentrated on upgrading the technology platform of our system of record and started to introduce incremental enhancements in functionality to make our day-to-day operations more effective.

We spent time implementing new systems and tools which will form part of our enhanced service offering. A customer relationship management system and data warehouse are two examples of new systems introduced during the reporting period. System integration has been an area of investment to ensure the experience is seamless, both internally and externally, as we progress our digital transformation.

System and infrastructure reliability and security has been at the forefront of our actions. We continue to review and enhance our frameworks and practices in this area as we invest more heavily in our digital platforms.

Our approach to this digital transformation is agile and flexible. We continue to learn with each iteration and are building a capability that allows us to respond and adapt to change quickly.

Performance criterion 4 – Digital health assessment: Improve on prior year

Criterion source
2018–19 Corporate Plan (Performance section, page 23)

Results against performance criterion
We participated in the National Archives Digital Check-up PLUS survey in 2018. This survey provides a measure of our maturity and progression for information management and includes a comparison to the whole of government.

Coal LSL has seen an improvement since our results in 2017 but we remain behind the whole-of-government average. The areas we improved in over the past year include information governance, creation and interoperability; this reflects our areas of focus internally during the year.

Storage and disposal of digital information are the areas of little change during the reporting period. While this is consistent with performance across the whole-of-government, we remain well behind the average in these two areas. We have begun a strategic project focused on this and we expect to see an improvement in the next year.

ANALYSIS OF PERFORMANCE

During the past financial year we have been implementing our strategies to transform the operations of Coal LSL.

We have performed well against this goal. Our operational budget is stable and falls within relevant benchmarks. We have seen an improvement in our workforce metrics with our staff retention rate increasing and unplanned absences decreasing – accepted indicators of engagement and discretionary effort. We have implemented new systems and improved our existing platforms. All these activities and results are positive given the early stage of our transition.

However, while we have performed well against our goal of innovative operations, we acknowledge there are areas where we can continue to improve. We are committed to a learning culture where continuous improvement forms part of our values and we constantly strive for improving our effectiveness.