Business planning

Each year the NTC publishes a corporate plan which sets out its objectives and program of work for the next four years. The corporate plan is developed with extensive input from our stakeholders and prepared under the guidance of the Commissioners, and in consultation with the Transport and Infrastructure Senior Officials’ Committee (TISOC), before being submitted to the Transport and Infrastructure Council for approval. The NTC's Corporate Plan is prepared in accordance with the National Transport Commission Act 2003, the Public Governance, Performance and Accountability Act 2013, and the Inter-Governmental Agreement for Regulatory and Operational Reform in Road, Rail and Intermodal Transport.

The corporate plan is then cascaded into operational plans and projects through which the NTC's deliver on its objectives and program of work.

Risk management and compliance

Ethics and risk management

The NTC has an established risk management framework which provides a structured, ongoing process for the Commission, management and staff to identify, assess, respond to and report on risks that could prevent the NTC from achieving its organisational objectives. Risks are compiled in an enterprise risk register, which the Risk and Audit Committee reviews at each meeting before reporting to the Commission.

The Committee assures the Commission that there are risk mitigation plans in place for all significant enterprise risks and that all other risks are being appropriately managed. Biannually, it also reassesses all risks in the register and their controls and mitigation strategies, and reports back to the Commission.

During the 2019–20 year, the NTC continued to manage the risks associated with its work program and stakeholder engagement, as well as ICT risks, and business continuity. The NTC's business continuity preparedness was tested by the COVID-19 pandemic which required all staff to rapidly transition to remote working for the last quarter of the 2019–20 year. A review by an independent consultancy of the NTC's business continuity management pandemic response found that the NTC and its executive leadership team responded very well to this situation, and that as an organisation the NTC displays many of the attributes of organisational resilience including flexibility, consideration, reflection and a sense of shared responsibility and capability.

The NTC's ethics are clearly defined through its Code of Conduct which applies to all staff members. The code is reviewed periodically to align with best-practice standards and it, along with the corporate values and behaviours, sets the standard for the professional conduct expected of all staff. The code emphasises honesty, confidentiality, professionalism, diligence and the need to uphold the NTC's integrity and reputation. The NTC provides all new employees with a copy of the code and values and behaviours during the induction process, and also requires all staff to complete annual online compliance training related to the code and its principles.

Compliance

The NTC has a comprehensive suite of policies and procedures and supporting management processes to help ensure the organisation meets its compliance obligations. In 2019–20, the NTC appointed Grant Thornton as its internal auditor to strengthen the NTC's risk management capabilities and provide independent oversight of and input to its compliance activities.

During 2019–20, the NTC experienced no instances of fraud or other compliance breaches.

Indemnities and insurance

For the reporting period ending 30 June 2020, there were no indemnity claims made against the NTC or any of its Commissioners or officers.

The NTC ensures adequate insurance cover is obtained each year to cover all areas of the organisation, including professional indemnity, directors and officers, general business, travel, and workers’ compensation.