The RANCCB delivers welfare and lifestyle benefits, products and services to the officers and sailors of the Royal Australian Navy in accordance with the Navy (Canteen) Regulation 2016. Regulation 8 of the Navy (Canteen) Regulation 2016 outlines the functions and powers of Navy Canteens. These include making grants to the Royal Australian Navy Relief Trust Fund (RANRTF) as well as providing grants and loans to persons conducting canteens, clubs, cinemas or other institutions or facilities for the welfare and entertainment of Navy people.
As at 30 June 2020 the RANCCB remains a corporate Commonwealth entity under the Public Governance, Performance and Accountability Act 2013.
The RANCCB operations are overseen by a Board of seven Directors appointed by the Chief of Navy by means of a delegation from the Minister under the provisions of the Navy (Canteen) Regulation 2016. The business is headed by a Chief Executive Officer (CEO), assisted by a Chief Financial Officer (CFO), line management and administrative staff. Core affairs of the organisation are managed from Campbell Park Offices in Canberra ACT.
The RANCCB trades as Navy Canteens (NC) across Australia and also uses a number of other trading names for various business units. Ancillary businesses are physically operated and located in Cairns (QLD), Tweed Heads (NSW), Forster (NSW), Sydney (NSW), Nowra (NSW), Jervis Bay (ACT), Crib Point (VIC), Rockingham (WA), Busselton (WA) and Darwin (NT).
The ABN for the organisation is 50 616 294 781.
Work Health and Safety Act 2011
Navy Canteens is regulated through the Work Health and Safety Act 2011 (WHS Act). The Board, Executive and employees are actively involved in ways that promote and support a positive safety culture and exercise due diligence to ensure that the RANCCB meets its work health and safety obligations. The Chief of Navy, the Board and the Executive constitute Persons Conducting a Business Undertaking (PCBU) in accordance with the WHS Act. In addition, Navy Canteens reports on incidences and hazards to the Navy Safety and Environment Board on a regular basis.
The Navy Canteens Work Health and Safety Management System (WHSMS) applies to all operations and offices of Navy Canteens and any other sites controlled by the Enterprise, along with any project involving Navy Canteens’ employees. The purpose of the WHSMS is to establish and maintain a structured approach to the management of health and safety so Navy Canteens can achieve a consistently high standard of safety performance. Private sector safety experts provide work health and safety auditing and consulting services to the organisation.
In addition, Navy Canteens strives to meet its obligations to ensure a safe workplace for all employees by compliance to all relevant work health and safety legislation and industry best practice. At Navy Canteens, the health and safety of our managers, employees and others is of paramount importance and Navy Canteens strives for continuous improvement. The aim of Navy Canteens WHSMS is to enable a dynamic and systematic workplace. We aim to protect our workers, clients and our brand.
Ecological Sustainable Development
This report is made in accordance with s516A(6)(a) of the Environmental Protection and Biodiversity Conservation Act 1999. The activities of the RANCCB are not directly relevant to ecological sustainable development in terms of the principles identified in the Environmental Protection and Biodiversity Conservation Act 1999. However, the Enterprise continues to take steps to reduce energy and water consumption, and waste production. Specific examples are the introduction of power saving lights and water saving devices attached to outlets and solar heat pumps for amenity blocks at the Holiday Parks. In the near future Navy Canteens will be introducing energy efficient air fryers, rather than oil based deep fryers in selected canteen operations. In addition, Navy Canteens is an active member of the Navy's War on Waste committee and has implemented a number of initiatives aimed at reducing landfill and single use plastics within its canteen operations. This has included the introduction of compostable coffee cups and food packaging.
Freedom of Information Act
There was one application for information received in the reporting period, which was provided to the Department of Defence for processing and recorded under Department of Defence records. Details on the RANCCB’s organisational structure, change of directorships and a list of documents available for inspection has been lodged with the relevant department. Access to information under the Freedom of Information Act can be secured by writing to the CEO, CP3-1-132, Campbell Park Offices, Canberra ACT 2600.
Judicial Decisions or External Reports
The RANCCB was not subject to any parliamentary, judicial, administrative tribunal, Ombudsman or other external investigations or reports in the reporting year besides the report on financial operations.
The principal activities of the Board are to operate profitable and sustainable businesses in order to provide welfare and lifestyle related benefits and services to the Navy family.
As part of its Corporate Business Strategy (Strategic plan), and as agreed by the Chief of Navy, the RANCCB operates canteen services on all Navy establishments, excluding HMAS Harman in Canberra and HMAS Moreton in Brisbane. This activity applies standardised business practices, policies and strategies to ensure more efficient, productive and profitable canteen services to meet the increasing and changing nature of stakeholder demands for welfare, lifestyle, sport and recreational support.
Products and Benefits
Navy Canteens, operates the following businesses:
Holiday Centres – ccommodation and amenities are provided at BIG4 Bungalow Park on Burrill Lake (NSW), Amblin Holiday Park in Busselton (WA), Forster Holiday Village in Forster (NSW) and an apartment at Pandanus Pocket in Tweed Heads (NSW). The Holiday Parks generate revenue and provide discounted holiday accommodation to Navy and other Defence members.
Navy Canteens Ticketing – An entertainment ticketing agency providing discounted pricing and preferential seating to Navy, as well as other Defence and Australian Public Service (APS) members.
Navy Canteens Merchandise– A direct marketing and on-line merchandise solution generating revenue from the sale of a selected range of Navy branded clothing, primarily to Navy personnel but also to the general public and wider Australian Defence Force (ADF).
Win with Navy Raffle –A fortnightly raffle for Navy members that generates supplementary revenue for grants and/or reinvestment into other benefit-generating assets.
Fleet Air Arm Museum Shop – A retail merchandise shop in the Fleet Air Arm Museum, Nowra Hill, to support the museum and generate further revenue.
Canteen Services – Canteens are operated directly by Navy Canteens at HMAS Cairns, HMAS Albatross, HMAS Creswell, HMAS Cerberus, HMAS Stirling, Garden Island Defence Precinct, RAN Heritage Centre, HMAS Kuttabul, HMAS Watson, HMAS Waterhen, HMAS Penguin, and HMAS Coonawarra. Navy Canteens manages a fleet of mobile food vans that are deployed at HMAS Stirling, HMAS Cerberus and HMAS Albatross. Navy Canteens also manages vending machines across all bases, providing food and non alcoholic beverages.
The returns from these businesses are combined to provide grants and loans to the Navy family, including Royal Australian Navy Relief Trust Fund (RANRTF), the Navy Sports Council (NSC) and Shore Establishment Ships Company Amenity Funds (SCAF’s) along with the RANCCB’s own grants program.
Review of operations, operational developments, financial performance and future prospects
Navy Canteens is expected to return a small surplus of $18K for the 2019/2020 financial year (FY19/20), after adjustments for business disruption insurance claims are settled. Though the outcome for FY19/20 is expected to be below budget by $15K, the outcome is pleasing considering the impacts of the bushfires and COVID-19 on the operations of the Enterprise. The solid performance of the Enterprise can be attributed to the reforms initiated over the past two years, as part of the implementation of the Strategic Plan, and careful management of the operations in the latter months of FY19/20. Navy Canteens has developed a recovery plan in response to COVID-19 and will continue its reform program with changes aimed at creating deeper, longer term improvements to the performance of the Enterprise.
The initiatives implemented as part of the Strategic Plan and in response to the COVID-19 pandemic has changed the Enterprise into a resilient and agile business. This successful transformation has helped the Enterprise weather the financial impacts of the events of FY19/20 and has prepared it for sustainable growth in the future. In addition to a surplus for the FY19/20, the Enterprise recorded total assets of $21M and distributed a total of $230K to the Navy family through the RAN Relief Trust Fund, Navy Sports Council, shore establishment disbursements and general grants. The decrease in disbursements for FY19/20 of $67K was a result of lower than expected revenue due to the impacts of COVID-19.
The following graph is a representation of the surplus/(deficit) declared by the Navy Canteens over the past five years.
WIN WITH NAVY RAFFLE
FY19/20 was the second year of operation for the Win With Navy Raffle under the management of the National Support Office (NSO), resulting in longer term benefits through reduced operating costs and a more structured marketing and promotions focus. In the latter part of FY19/20 the Raffle experienced a decline in revenue due to COVID-19, resulting in a lower than budgeted revenue of $779K for the year. This compares to $880K for FY18/19.
The operations of Forster Holiday Village and Bungalow Holiday Park were significantly affected by the east coast bushfire events and COVID-19 during FY19/20. Both operations experienced extended periods of close down during the peak summer and Easter holiday periods. These closures resulted in lower than budgeted revenue for the financial year. The Amblin Holiday Village in Western Australia also experienced extended closedown periods over the Easter holiday period as a result of COVID-19.
Individual business performances were a net surplus of $465K for BIG4 Bungalow Park (FY18/19: $608K); a net surplus of $432K for Amblin Holiday Park (FY18/19: $504K); a net deficit of $43K for Forster Holiday Village (FY18/19: $3K) and a net deficit of $5K for the Pandanus Pocket apartment (FY18/19: deficit $9K).
NAVY CANTEENS TICKETING
Navy Canteens Ticketing is provided as a service benefit that recognises the limitations deployed personnel face when it comes to acquiring tickets to popular shows and events. Navy Canteens Ticketing provides discounted tickets (as well as preferential seating and free tickets when possible) sourced from on-sellers such as Ticketek, Ticketmaster and other event co-ordinators and venues. The objective of the Enterprise is to continue to provide and grow this valued service in the future.
The centralising of the operation under the NSO in FY18/19 financial year has been successful with Navy Canteens Ticketing generating a significantly reduced net deficit in FY19/20 of $44K (FY18/19: net deficit of $59K), noting this is provided as a service to members at cost to Navy Canteens. The use of the service was significantly reduced due to COVID-19 with many of the shows and events on offer being cancelled or postponed.
NAVY CANTEENS MERCHANDISE
The management of Navy Canteens’ direct marketing and on-line merchandise business was transferred ‘in house’ in FY18/19. The business was also restructured with the key focus to provide a core range of high quality Navy merchandise. Navy Canteens Merchandise returned a loss of $32K for FY19/20 (FY18/19: deficit $59K), reflecting the liquidation of old stock, the building of a new range of merchandise and the effects of COVID-19 on revenue.
The Fleet Air Arm Museum Shop in Nowra, experienced extended periods of closedown during the latter part of the financial year as a result of COVID-19. As a result, the operation performed below budget for both revenue and net profit. Revenue for FY19/20 of $69K was below budget (FY18/19 $122K). The shop generated a deficit of $8k (FY18/19: $18K).
NAVY SHORE BASED CANTEENS
The canteens operations remain the primary focus of the Board Directors in order to transform these business units into sustainable profitable ventures. During FY19/20, Navy Canteens executed changes in the canteen operations as part of the Strategic plan and in response to the impacts of COVID-19. These changes have involved the implementation of new operating procedures in relation to the production of food and the implementation of a national menu with standardised pricing and procurement, following a franchise-type model of small/medium and large canteens. In conjunction with the continued improvement of management processes for costs of goods and human resources, these changes have been instrumental in transforming the nature of the operations.
Navy Canteens will continue to implement changes to improve the delivery of a quality food and beverage experience. This will include continued investment in training and professionalisation of the Navy Canteens workforce to formally recognise and develop skills, to ensure a standardised level of service and product is delivered, and to improve workforce stability and retention.
The benefits of this transformation are evident in the FY19/20 results with the canteens achieving a surplus of $691K.
The investment program for Navy Canteens was disrupted during FY19/20 as a result of the effects of bushfires and COVID-19. The Holiday Parks experienced extended closedown periods that limited the ability to undertake scheduled capital improvements. Navy Canteens expects to recommence its investment program in the Holiday Parks in FY20/21.
With reduced levels of revenue due to the impact of COVID-19, the level of disbursements and grants in FY19/20, was $230K, a decrease of $67K from FY18/19. Navy Canteens disbursed $103K to Royal Australian Navy Relief Trust Fund, $50K to Navy Sports Council, $50K to shore bases, $8K for the commissioning of new ships and $19K in general grants.
One of the mechanisms available for the Navy community seeking financial support for major initiatives is to access zero interest loans through the Navy Canteens disbursements mechanism. This is an alternate means of obtaining funds where it is deemed that a proposal does not meet the guidelines for a grant, but is deemed to be a worthy proposal that provides positive welfare and recreational benefits to the Navy community. The RANCCB issued loans of $30K during FY19/20 to various ships and establishments to assist in the provision of recreational activities and amenities to sailors.
The strategic focus over the last three financial years has been on improving the performance of the existing business units of the RANCCB and establishing sustainably profitable canteens in Navy establishments. The RANCCB is confident the canteen operations are now financially sustainable.
There were two significant events that impacted on the financial viability of Navy Canteens during FY19/20. The first were the east coast bushfires over the summer period. These fires indirectly impacted on Holiday Park trade with extended periods of closedown during the busy summer period. The second event was the emergence of the COVID-19 pandemic in the second half of the financial year. This event effected all elements of the operation, including extended closedown periods for Holiday Parks, reduced revenue for canteens due to limitations on Base activity and reductions in demand for the Win With Navy, Navy Ticketing and Navy Merchandise services.
Arising out of the transition to the Navy (Canteen) Regulation (2016), the RANCCB reviewed its employment structure with the assistance of Defence People Group. Recommendations from this review including a simplified enterprise agreement framework and employment structure will be implemented in FY20/21.
Apart from this issue, it is the opinion of the Directors that there has not been any other matter or circumstance that has arisen since the end of the financial year that has significantly affected or may affect RANCCB’s operations, the result of those operations, or the state of affairs in the financial years following the period under review.
Effects of Ministerial Directions
There were no Ministerial directions received, nor any notification of general policies of the Commonwealth Government to be applied to the authority, by the responsible Minister.
Statement on Governance
This statement provides an outline of the key corporate governance practices of the RANCCB throughout the FY19/20.
The Board of Directors have a number of committees to assist in the execution of its responsibilities. They are the Risk, Compliance and Audit Committee (RCA), the Grants Committee and the Remuneration Committee. These committees reflect the Directors’ commitment to ensuring business activities are correctly governed.
All committees have specific charters providing a robust management framework including a set of internal controls to assist with assessments of risk and complying with reporting requirements. The Directors convened seven scheduled meetings during FY19/20 and, where necessary, approved via email, or other means, correspondence ‘out of session’ where a more immediate response was required. At each meeting, the Directors reviewed monthly and year to date financial results, Work Health and Safety reports, the RANCCB Risk Register, approved budgets and capital expenditure requests, and reviewed policies.
In FY19/20 the RANCCB undertook an internal director-only board evaluation process. The evaluation identified opportunities for reform and improved management, but overall demonstrated that the Driectors were performing effectively with a collaborative yet critical relationship with executive management.
Risk, Compliance and Audit Committee
The Risk, Compliance and Audit Committee’s role is to monitor RANCCB responsibilities relating to accounting and reporting, internal and external audit processes, Work Health and Safety reporting, risk management measures and performance and compliance with policies of the organisation. During FY19/20 Captain Bernard York, RAN was the independent chair of the Committee until 17 April 2020.
Captain Cassandra Ryan, RAN took over the role of Chair of the Risk, Compliance & Audit Committee from 17 April 2020. Captain Cassandra Ryan is a Director of the RANCCB.
The Risk, Compliance and Audit Committee is assisted by the CEO, CFO and Board Secretary.
The Grants Committee’s role is to assess all applications, make recommendations on disbursements and grants and, where appropriate, approve funds for relevant or specific activities and causes, as well as contributions towards more general or day-to-day requirements in support of Navy personnel. This includes deriving policy relating to the overall investment and value for money proposition in annual shore-based distributions to deliver transparent outcomes for the stakeholder base. The Grants Committee was chaired by WO William Nicol. This committee of three RANCCB Directors was assisted by the Board Secretary who collated grant requests and attended to administrative queries.
The Remuneration Committee’s role is to make an annual recommendation on the remuneration of the CEO and employees who directly report to the CEO, as well as review compliance with relevant employment legislation. The role of the Committee was broadened in FY18/19 to include remuneration determinations on all executive management remuneration, as well as that of regional managers. This included establishing a remuneration performance based framework with KPIs linked to performance, sustainability, profitability and stakeholder satisfaction. Arising out of the transition to the Navy (Canteen) Regulation (2016), the Remuneration Committee lead a review of the RANCCB employment structure with the assistance of Defence People Group. This review recommended a simplified enterprise agreement framework and employment structure. The Chair of the Committee was Commodore Michael Miko, AM, RAN until October 2019. Commodore Simon Ottaviano, RAN took over as Chair for the remainder of the financial year. This Committee of two RANCCB Directors was assisted by the CEO and Board Secretary.
Conflicts of Interest
Directors, Executive management and staff are expected to comply with the Conflict of Interest policy and declare any potential conflict according to the policy at the start of each Director and/or Committee meeting.
Directors, Executive management and staff are expected to conduct their activities in accordance with the shared Navy and Navy Canteen values. As of 30 June 2020 these values were Honour, Honesty, Courage, Integrity and Loyalty. The RANCCB has several policies including Code of Conduct, Code of Ethics and a Policy on Bullying to assist and guide staff on acceptable standards of behaviour within the Enterprise. The Enterprise includes a values policy and seeks to operate with like organisations of similar value and ethical standards including within their supply chain.
Defence personnel appointed to the Board are not entitled to any remuneration as stated by the Navy (Canteen) Regulation 2016.
The RANCCB recognises the benefits of having gender diversity in the boardroom. During the FY19/20 there was strong female representation on the Board including Captain Cassandra Ryan, RAN, Commander Cathy Rice, RAN, Commander Nichole Mann, RAN, and Lieutenant Commander Melissa Clarke, RAN. At 30 June 2020 there were four female Directors representing 57% of the Director membership.
Insurance of Officers
The RANCCB paid premiums of $4K for the year ended 30 June 2020 (FY18/19: $5K) in respect of Directors’ and officer’s liability and company insurance policies. The liabilities included costs and expenses that may be incurred in defending civil or criminal proceedings that may be brought against the officers in their capacity as officers of the RANCCB.
The Legal Services Directions 2005 requires Australian Government Agencies to report on legal expenses.
The legal expenses incurred by the RANCCB in FY19/20 were $45K (FY18/19: $80K).
Audit Fees to Australian National Audit Office (ANAO)
Audit fees incurred for audit of the enterprise by ANAO in respect to FY19/20 were $80K (FY18/29: $80K).
Meetings of Directors
Directors are appointed by the Chief of Navy who takes advice from the Chair of the Board. All Directors are required to undertake a formal process of education on their responsibilities and rights, typically through the completion of the Australian Institute of Company Directors course.
The following table outlines the number of meetings attended by each Director during the reporting period:
Risk, Compliance and Audit
Commodore Michael Miko, RAN
Commodore Simon Ottaviano, RAN
Captain John Metzl, RAN
Captain Cassandra Ryan, RAN
Commander Cathy Rice, RAN
Commander Cadeyrn Okely, RAN
Commander Nicole Mann
Lieutenant Commander Melissa Clarke, RAN
Warrant Officer William Nicol
All Directors are Non Executive Directors.
Directors share equal responsibilities.
Experience denotes the number of Board memberships held.
Other Board roles
Terms RANCCB Board
Other current appointments ie Boards, Committees
Previous board appointments
One or two paragraphs on commercial experience, naval experience, special skills
Originally from Perth, Commodore Simon Ottaviano joined the Royal Australian Navy in 1986 and specialised as a Logistics Officer.
Simon’s senior appointments have included Chief of Staff to the Chief of Navy; Director of Logistics for the Future Submarine Program; Chief of Staff for the Australian Headquarters in the Middle East; Director of the RAN’s Career Management Agency; and on the staff of the Australian Embassy in Turkey - where he was the Australian Defence lead for World War One commemorations throughout Southern Europe.
In December 2015 Simon was promoted to Commodore and was appointed as the Director General Explosive Materiel until December 2018. In this role, he was responsible for the acquisition and sustainment of all Guided Weapons and Explosive Ordnance for the Australian Defence Force.
Simon commenced his current role as Director General Logistics – Navy and Head of the Maritime Logistics Community in January 2019. In this role, Simon is responsible for the development, promulgation and maintenance of Navy’s logistics doctrine and policy, as well as articulating Navy's logistic capability requirements for current and future capability. As well, he is responsible for the professional standards, workforce issues and general career progression matters relating to the approximately 2,500 Officers and Sailors within Navy’s Maritime Logistics Community.
CMDR C Ryan, RAN
GAICD, CPEng FIMarEST, MSustMgt,
Feb 2017 – Feb 2020
CMDR Ryan is a Marine Engineer Officer, with a young family, who will assume the role of Director Training Authority – Engineering in Jan 20. Currently Cassandra is a Career Manager for Officers in the Directorate of Navy People. In 2017 Cassandra was the Director of Navy Reputation Management following an extensive period working in the ANZAC Class as the ANZAC Sustainment Director (2 years), ASMD Programme Manager (2 years) and ANZAC Sustainment Manager (a year). CMDR Ryan holds an Engineering Degree (mechanical), Masters of Sustainment Management and is a Fellow in IMAREST. Cassandra joined the Navy in 1997 and has completed sea postings in HMAS Adelaide (AMEO), Stuart (commissioning DMEO), Leeuwin (EO), Melville(EO) and Toowoomba (MEO).
CMDR C Okely, RAN
Jan 2019 – Jan 2022
CMDR Okely has over 28 years experience in the Navy, having served in submarines and multiple surface ships. He has served as a non-commissioned officer and in between sea postings has had wide ranging experience as a Specialist recruiter, Weapons Test Engineer and overseas representational posting, helping develop the Nulka Active Missile Decoy system. His previous experiences have been heavily focused on operational risk, policy, governance and culture. His current role is the Fleet Weapons Electrical Engineer Officer at Fleet Headquarters,
CMDR N Mann, RAN
Jan 2019-Jan 2022
CMDR Nicole Mann is a Principal Warfare Officer with a passion for Human Resource Management, currently performing duties as Deputy Director Policy and Promotion in NPCMA. Her background is as a former RAAF Air Traffic Controller prior to joining the RAN, serving across a number of Navy platforms.
CMDR C Rice, RAN
Jul 2018 – Jul 2021
CMDR Rice was appointed as a board member in 2018. She is currently posted to Headquarters Joint Operations Command where she provides legal advice regarding Australian Defence Force operations.
CMDR Rice has extensive experience advising commanders, senior officers, military personnel and statutory office holders, conducting military law training, and has had several operational appointments.
LCDR M Clarke
BBus and MProjMgt
May 2020 – May 2023
LCDR Mel Clarke is a Maritime Logistics Officer, currently posted to Surface Forces Command. LCDR Clarke has served within the RAN for 15 years, working within capability sustainment, as well as serving onboard HMA Ships Adelaide, Sirius and Success. LCDR Clarke holds a Masters of Project Management and is the proud mum of two young girls.
WO W Nicol
Grad Dip Business;
Completed the AICD Company Director’s Course
Chair Grants Committee
Mar 2018 – Mar 2021
Member of the Fleet Command Board
Appointed as Command Warrant Officer Fleet Command in March 2018. In this role he is required to represent to the Commander of the Australian Fleet the views, concerns and opinions of Officers and Sailors within Fleet Command. WO Nicol has served in the RAN for 25 years, mostly in the Submarine Force as an Electronic Warfare Submariner. Recent appointments have included Command Warrant Officer positions in NORCOM, HMAS Stirling, and warships HMAS Perth (III) and Hobart (III).
CDRE MHJ Miko AM, RAN
Master of Mgt
Grad Cert Maritime Studies
Retired as Member in Oct 2019
CDRE Miko served 37 years full time in the Navy, transitioning to SERCAT 3 in Mar 19. During his time in Navy he served three tours as a Head of Department (HMAS Tobruk, Harman, Success) and saw operational service in the Middle East Area of Operation, concluding his full time career as Director General Logistics – Navy.
CAPT J Metzl, RAN
BSc (UNSW), MA (Operations) (MGSM),
Retired as Member in Dec 2019
Defence Fuels Working Group
Defence Fuels Management Committee
Member of the Remuneration Committee (2015)
Chair (2016-2017) & member of the Risk Compliance & Audit committee (2015-2018)
Member of the Grants Committee (2019)
CAPT Metzl was appointed by the Chief of Navy to the RANCCB in January 2015 and has served on all of the subordinate committees in that time, including being Chair of the Risk Compliance & Audit Committee. He brought practical tactical, operational and strategic level knowledge of Navy Canteen operations and a willingness to partner with industry.
CAPT Metzl retired as a Naval Logistician with over 30 years worth of experience in leadership and management positions. In his more recent logistics roles he nurtured and developed collaborative relationships with industry to provide the best possible support to the Australian Defence Force.
In CAPT Metzl's last role he was appointed as the Director of Fuel Operations. In this position he was responsible to the Commander of Joint Logistics Command as the Head of the Defence Fuel Supply Chain.
Key Management Personnel
Key management personnel are those persons having authority and responsibility for planning, directing and controlling the activities of the entity, directly or indirectly, including any director (whether executive or otherwise) of that entity. The entity has determined the key management personnel to be the Minister and Cabinet and the Board of Directors who are appointed by the Chief of Navy by delegation of the Chief of the Defence Force under the Navy (Canteen) Regulation 2016. In accordance with the Regulation, members of the Defence Force serving on the Board are restricted from receiving remuneration.
The total number of Directors disclosed above are 7 (FY18/19: 7).
During the reporting period ended 30 June 2020, RANCCB had one senior executive.