Annual Report

Transcription

Annual Report

Australian Trade Commission
Annual Report 2007–08
Australian businesses | Global markets
Mission
To contribute to national prosperity by promoting productive two-way investment and assisting more
Australians to succeed in export and international business.
Vision
To be recognised as:
•
•
•
one of the world’s leading trade and investment development agencies
a significant contributor to Australia’s economic growth and the globalisation of Australian business
an organisation that excels in client service, information management and the development of
the full potential of its people.
Highlights
•
The election of the new Government saw
decisions to integrate Invest Australia and
the Global Opportunities program into
Austrade and to revitalise the Export Market
Development Grants (EMDG) scheme.
•
Austrade provided a comprehensive
submission to the Review of Export Policies
and Programs (the Mortimer Review).
•
Austrade undertook a range of innovative and
strategic business missions such as a financial
services technology mission to Microsoft
headquarters, a health and medical services
mission to the UK to meet buyers, including
the National Health Service; and the first
Women Business Leaders mission to India.
•
Austrade worked directly with over 15,500
Australian businesses in 2007–08, assisting
5,301 clients to achieve over $23 billion in
export deals. In addition, Austrade helped a
further 1,648 businesses to export successfully
through the Corporate Partnerships program
and another 1,031 businesses indirectly
through traders, consolidators and agents.
•
Austrade supported 219 businesses to
undertake investments offshore worth $2.8
billion, including in the retail, mining, medical,
pharmaceutical and automotive industries.
•
Nearly 4,000 grants worth over $150 million
in total were paid to recipients of the
Austrade-administered EMDG scheme.
•
Austrade supported Ministerial visits to
facilitate international business in China, India,
Japan, New Zealand, the Pacific, South America
and the United States over the year.
•
Business Club Australia provided business
matching services and networking
opportunities around the Rugby World Cup
in Europe in 2007 and worked with business,
sponsors and other government agencies to
plan business events around the 2008 Beijing
Olympic Games.
•
Austrade assisted with more than 60 high-level
business matching activities during the APEC
Leaders Week in Sydney in September 2007,
including specific events to profile business
opportunities in Russia and Vietnam.
•
Cochlear Limited was awarded DHL Australian
Exporter of the Year at the 45th Australian
Export Awards in Brisbane in November 2007.
The program for the coming year was launched
in May 2008 in Adelaide by the Minister for
Trade, the Hon Simon Crean MP.
•
Austrade supported businesses attending
an extensive range of events and exhibitions
onshore and offshore during the year. More
than 4,000 people attended Austrade seminars
and briefings on international markets and
industry opportunities. In addition, more than
3,550 appointments were made for Australian
businesses with international buyers from a
diverse range of industry sectors.
Contents
Mission, Vision
i
Highlights
ii
Austrade at a glance
2
Chief Executive Officer’s report
3
Part 1 Agency overview
6
Austrade’s network
7
Role and functions
9
Finance and staffing
10
Performance framework
11
Part 2 Performance reporting
12
Outcome 1: Australians succeeding in
international business with widespread
community support
Export and investment services
and opportunities
13
Export Market Development Grants
62
Accountability and management of resources
63
Corporate governance
63
External scrutiny
67
Management of human resources
68
Financial management and business assurance
73
Part 4 Financial Statements
78
Independent audit report
79
Certification of financial statements
81
Financial statements
82
Notes to the accounts
92
Appendices
126
A Austrade’s Client Service Charter
127
B T
radeStart service providers and locations
128
40
Government advice and coordination
48
C Freedom of Information
130
Awareness raising
52
D Staffing overview 131
E Financial and staffing resources 134
F Advertising and market research 136
G Purchaser–provider arrangements 138
H Ecologically sustainable development 140
Outcome 2: Australians informed about,
and provided access to, consular, passport
and immigration services in specific
locations overseas
1
Part 3 Management and accountability
Consular, passport and immigration services
57
Output performance
59
Glossaries and indexes
142
Glossary
143
Compliance index
146
Index
149
Australian Trade Commission Annual Report 2007–08
Austrade at a glance
Austrade’s role
Allies
Austrade is the Australian Government’s trade
and investment development agency. Austrade
helps businesses of all sizes across all sectors to
succeed in international trade and investment.
Austrade extends access to its services and its
overseas network through partnerships with the
private sector, chambers of commerce, industry
associations, other Commonwealth agencies,
state, territory and local governments, and
regional development bodies.
From 1 July 2008, Austrade also has
responsibility for the promotion of foreign
investment into Australia.
Onshore and offshore network
At 30 June 2008, Austrade operated in 117
overseas locations in 63 countries. Austrade
delivered consular, passport and other
Government services in 17 consulates and
4 honorary consulates overseas.
Across Australia, Austrade’s services and
programs were delivered by 18 offices and a
network of 50 TradeStart offices in metropolitan
and regional areas, including eight Export Hubs
co-located with AusIndustry.
Staff
Austrade’s workforce comprises a mix of
Australia-based staff working in Australia
and overseas and overseas-engaged
employees with relevant business skills,
contacts and local market knowledge.
At 30 June 2008, Austrade employed 1,029 staff,
80 per cent of whom were employed in
Austrade’s overseas regions and client-focused
operations in Australia.
Funding
Funding from Government for 2007–08 included
operational funding of $170 million and
$157 million for the Export Market Development
Grant (EMDG) scheme.
2
Chief Executive Officer’s report
Year in review
The year in review was
an important one for
Austrade from a number
of perspectives, but most
profoundly following the
change of Government
on 24 November 2007.
The new Government
took the decision to fold Invest Australia and the
Global Opportunities program into Austrade.
This has created a fully integrated trade and
investment agency at the Commonwealth level.
The Minister for Trade, the Hon Simon Crean MP,
also moved quickly to revitalise the Export Market
Development Grant scheme, passing legislation in
June 2008 to expand the scheme and committing
a further $50 million to the scheme for 2009–10.
…Austrade refocused its activities
in response to the priorities of
the new Government.
At the same time, Austrade refocused its
activities in response to the priorities of the new
Government. This included work on enhancing
service offerings to recognise the importance
of deeper and more sustainable export and
investment activity by Australian businesses.
It also included streamlining industry and sectoral
activity, particularly with a focus on global and
regional supply chains and on emerging industry
sectors such as financial services, clean energy and
environmental services. Austrade also undertook
innovative and strategic business missions such
as a financial services technology mission to
Microsoft headquarters.
3
Austrade worked to deepen Australia’s commercial
engagement in growth markets such as India and
China, with components of the program including
major activities such as the Utsav (Celebrate)
Australia promotion in India and Business Club
Australia business matching in China.
Austrade worked to deepen Australia’s
commercial engagement in growth
markets such as India and China…
As well as refocusing its activities and programs
to the priorities of the new Government and
to changes in the international business
environment, Austrade continued to provide its
core services to small, medium-sized and large
businesses throughout Australia.
During the year Austrade worked directly with over
15,500 businesses, helping 5,301 clients to achieve
over $23 billion in export sales. Austrade assisted
a further 1,648 exporters through partnerships
and alliances with the private sector and another
1,031 businesses indirectly through traders,
consolidators and agents.
Austrade provided support to Australian
businesses seeking to invest offshore in a wide
range of industries, including the retail, mining,
medical, pharmaceutical and automotive sectors.
These offshore investments were worth a total
of $2.8 billion.
Austrade has long-standing and beneficial
partnerships with state and territory governments,
industry associations and regional development
bodies and worked closely with these allies during
the year to deliver programs and services such as
TradeStart, the New Exporter Development Program
(NEDP), Business Club Australia and the Australian
Export Awards program. Other key partners included
advisers to Australian business from the banking,
business consultancy, legal and logistics sectors.
In 2007–08, Austrade organised business missions,
visits, events and networking opportunities
in major markets, based on a broad range of
industry and market strategies. In addition,
Austrade seminars and briefings in Australia on
international markets and industry opportunities
were attended by more than 4,000 people. Over
3,550 business matching meetings were made for
international buyers looking to source products
and services from Australian businesses.
There was strong demand for the EMDG scheme
in 2007–08. Overall expenditure on the scheme
totalled $160.88 million and 3,933 grants were
paid to EMDG recipients.
Austrade continued to support the work of the
Department of Foreign Affairs and Trade on trade
policy, including promoting opportunities arising
from free trade agreements with New Zealand,
Singapore, Thailand and the United States, and
providing input into other negotiations. Major
support was provided for international visits and
engagements involving the Prime Minister, the
Trade Minister and the Parliamentary Secretary to
the Minister for Trade, the Hon John Murphy MP,
as well as other Ministers.
Over the year, Austrade staff have demonstrated
great energy and dedication in assisting Australian
businesses to export and invest overseas. The
work done by staff across Australia and around the
world, in collaboration with allies and partners,
has continued to develop the community of
Australians involved in international business.
I convey my appreciation for their work.
The decision by the Government
to integrate trade and investment
within the one agency provides
Austrade with a mandate to deliver
a more comprehensive package of
services and programs…
Year ahead
The decision by the Government to integrate trade
and investment within the one agency provides
Austrade with a mandate to deliver a more
comprehensive package of services and programs
to assist businesses seeking to engage in inward
and outward investment as well as exporting.
Over the coming year, Austrade will complete the
integration of the Global Opportunities program and
inward foreign direct investment (FDI) promotion
into an integrated service offering delivered by the
onshore and offshore network. Austrade, working
with partners and allies, will seek to increase the
involvement of Australian businesses in foreign
direct investment, major projects, strategic alliances,
global supply chains, joint ventures and other
international opportunities. Austrade will further
focus assistance to key industry sectors such as
services, financial services, clean energy and
the environment.
In implementing this mandate, Austrade will
continue to work closely with other Commonwealth
agencies and state and territory governments,
including through the Ministerial Council on
International Trade, to encourage more Australian
businesses to initiate trade and investment and
deepen their engagement in overseas markets.
The Review of Export Policies and Programs, due
at the end of August 2008, and the proposed
new Austrade business board will further guide
Austrade in implementing the Government’s
agenda on improving productivity, international
competitiveness, investment and export growth.
Austrade will continue to play an important
role in the Government’s agenda to build a strong
foundation for Australia’s future economic prosperity.
Peter O’Byrne | Chief Executive Officer
4
Chief Executive Officer
8 October 2008
The Hon Simon Crean MP
Minister for Trade
Parliament House
Canberra ACT 2600
Dear Minister
I am pleased to present to you the Annual Report of the Australian Trade Commission for the financial year
2007–08.
The report has been prepared in accordance with section 92 of the Australian Trade Commission Act
1985. Subsection 92(1) of the Australian Trade Commission Act 1985 requires that the CEO must, as
soon as practicable after 30 June in each financial year, prepare and give to the Minister a report on the
Commission’s operations during that financial year.
In presenting the annual report, I take the opportunity to acknowledge the contribution made by my
colleagues in Austrade in advancing the interests of Australian industries and businesses in investment
and trade around the world.
Yours sincerely
Peter O’Byrne
Australian Trade Commission (Austrade)
Aon Tower, L23, 201 Kent Street, Sydney NSW 2000
GPO Box 5301, Sydney NSW 2001 AUSTRALIA
Telephone: 61 2 9390 2102 | Facsimile: 61 2 9390 2777 | www.austrade.gov.au
ABN 11 764 698 227
5
Part 1
Agency overview
7
Role and functions
9
10
11
At 30 June 2008, Austrade operated in 117 overseas locations. The global network is divided into four regions:
the Americas; Europe, Middle East and Africa; North East Asia; and South East Asia, South Asia and Pacific.
Austrade also delivers services through a network of 18 national offices and 50 TradeStart Offices
operating in partnership with state and territory governments, industry associations and regional
development bodies, including eight Export Hubs co-located with AusIndustry.
7
Austrade’s overseas locations and Australian offices are shown below.
8
Role and functions
Austrade is established by the Australian Trade Commission Act. It is a prescribed agency subject to the
Financial Management and Accountability Act 1997 and the Public Service Act 1999 and is part of the
Foreign Affairs and Trade portfolio. Austrade is responsible to the Minister for Trade.
Following the 2007 election, the Government transferred responsibility for inward investment promotion
and the Global Opportunities program to Austrade.
From 1 July 2008, Austrade’s role, including these new responsibilities, will be to support and contribute
to the Government’s trade policy agenda by:
•
delivering services that assist Australian businesses initiate, sustain and grow trade and
outward investment
•
promoting Australia as an inward investment destination and, with state and territory governments,
supporting the inflow of productive foreign direct investment
•
•
administering the Export Market Development Grants (EMDG) scheme
•
•
providing advice to the Australian Government on trade and investment development
9
undertaking initiatives designed to improve community awareness of, and commitment to,
international trade and investment
delivering consular, passport and immigration services in designated overseas locations.
Austrade received operational funding from Government of $170 million for 2007–08. In addition,
Austrade received funding of $157 million for the EMDG scheme and raised $34 million in other revenue,
including through providing services to Australian businesses and other Government agencies.
Austrade’s workforce comprises a mix of Australia-based staff working in Australia and overseas and
overseas-engaged employees with relevant business skills, contacts and market knowledge.
At the end of 2007–08, Austrade employed 1,029 staff, 80 per cent of whom were in Austrade’s overseas
regions and client-focused operations in Australia.
Austrade’s organisational structure at 30 June is shown in Figure 1.
Figure 1: Organisational structure at 30 June 2008
Peter O’Byrne
Deputy Chief Executive Officer / Executive
Director Government and Corporate Services
Peter Yuile
Corporate Secretary
David Crook
Government
Services and
Communications
Chief
Economist
Business Policy
and Programs
(inc EMDG)
Regional
Director
South East
Asia, South
Asia and
Pacific
Regional
Director
North East
Asia
Regional
Director
Europe,
Middle East
and Africa
Regional
Director
Americas
Executive
Director
Exporter
Services
Executive
Director
Finance,
Information
and
Planning
Executive
Director
Human
Resources
David
Twine
Laurie
Smith
Ian
Wing
Grame
Barty
Pat
Evans
Hazel
Bennett
Marcia
Kimball
India,
Pakistan,
Sri Lanka,
Bangladesh
Mainland
China
Thailand,
Greater
Mekong,
Philippines,
Vietnam
Taiwan
Malaysia,
Singapore,
Brunei,
Indonesia
New Zealand
and the Pacific
Hong Kong
& Macau
Central and
South Eastern
Europe
Japan
Western
Europe,
Scandinavia,
Mediterranean
Republic
of Korea
UK, Ireland
Israel
United States
Canada
National
Operations
Latin America
Industry
Client Services
TradeStart
partnerships
Finance
Information
Technology
Knowledge
and
Information
Management
Analysis and
Planning
Capability
Development
and Talent
Management
HR Strategy,
Systems and
Services
Regional HR
Network
Sub-Saharan
Africa
Commonwealth of
Independent
States
Middle East
and North
Africa
10
The Government appropriates resources for Austrade to contribute to the Government’s outcomes:
Outcome 1: Australians succeeding in international business with widespread community support
Outcome 2: Australians informed about, and provided access to, consular, passport and immigration
services in specific locations overseas.
Austrade delivers a series of outputs focused on achieving these outcomes for the Government. A comprehensive
range of performance indicators measure the extent to which these outcomes have been achieved.
This report summarises Austrade’s performance in achieving its outcomes and the efficiency of its outputs
during the year.
Performance indicators are reported against each of Austrade’s output groups in part two of this report.
Figure 2 shows the outcome and output framework at 30 June 2008.
During the year, the Minister for Trade, the Hon Simon Crean MP, agreed to revisions to Austrade’s outputs,
including an additional output to reflect responsibility for inward investment promotion. This new structure
comes into effect on 1 July 2008.
Austrade’s priorities and objectives to achieve the outcomes set by Government are set out in its corporate plan.
Figure 2: Austrade’s outcome and output framework for 2007–08
Outcome 1
Outcome 2
Australians succeeding in international business
with widespread community support
Australians informed about, and provided access to,
consular, passport and immigration services
in specific locations overseas
Output 1.1
Output 1.2
Output 1.3
Output 1.4
Output 2.1
Community
commitment
to trade and
investment,
understanding
of the Australian
Government’s
export assistance
programs, a
positive business
image of
Australia overseas
Advice to the
Australian
Government and
coordination of
Australia’s export
activities
Export and
investment
services and
opportunities
for Australians
through a
national and
global network
Export Market
Development
Grants for small
to medium-sized
businesses
Consular,
passport and
immigration
services
11
Part 2
Performance
reporting
Outcome 1: Australians succeeding in international
business with widespread community support
Export and investment services and opportunities
13
40
Government advice and coordination
48
Awareness raising
52
Outcome 2: Australians informed about, and
provided access to, consular, passport and
immigration services in specific locations overseas
Consular, passport and immigration services
57
Output performance
59
Export and investment
services and opportunities
Austrade delivers export and investment services to Australian businesses through a network of offices in
Australia and in more than 60 countries overseas. Table 1 shows that 5,301 of the businesses Austrade assisted
during the year were able to achieve export success. Austrade also supported 219 businesses to invest offshore.
Table 1: Performance measures and results for 2007–08a
Quality – Client satisfaction
Estimate
85%
Actual
91%
Satisfaction with Austrade’s services is consistently high; the percentage achieved, 91%,
improved on the 89% recorded in 2006–07.
Quantity – Clients achieving export success with Austrade’s assistance
Target
5,500
Actual
5,301
Austrade directly assisted 5,301 businesses to achieve export success, which was lower
than the target and lower than the previous year (5,417). In addition, Austrade assisted
1,031 businesses indirectly through traders, consolidators and agents.
Quantity – Dollar value of export successes achieved by clients
Target
$18b
Actual
$23.1b
The dollar value of export successes was higher than the target and higher than the
previous year ($22.4b). The value reflects the size of export deals achieved by clients. Of this,
$6b was generated by statutory marketing bodies and industry associations.
Quantity – New and irregular exporters achieving success with Austrade’s assistance
Target
1,900
Actual
2,041
Austrade assisted 2,041 new and irregular exporters to achieve export success, which was
higher than the target and higher than the previous year (1,996).
Quantity – Established exporters achieving success with Austrade’s assistance
Target
3,600
Actual
3,260
Austrade assisted 3,260 established exporters to achieve export success, which was lower
than the target and lower than the previous year (3,421).
Quantity – Clients achieving outward investment success with Austrade’s assistance
Estimate
170
Actual
219
The number of clients achieving outward investment success with Austrade’s assistance
was higher than estimated, and higher than the previous year (183), reflecting a continued
growth trend. The dollar value of this outward investment was $2.8b.
Quantity – Businesses achieving export success indirectly through Austrade
Estimate
1,000
Actual
1,648
The number of businesses achieving export success indirectly through corporate alliances
continues to increase, from 668 in 2006–07 to 1,648 in 2007–08, reflecting the investment
made by Austrade and its allies in the Corporate Partnerships program.
Quantity – Clients receiving services from Austrade
Estimate
16,000
Actual
13,235
Cost
While the number of businesses who received services from Austrade in 2007–08 was
lower than estimated, the figure was higher than in 2006–07 (12,827). With the addition
of Export Market Development Grant applicants, the number of businesses assisted was
15,578, compared to 14,816 in 2006–07.
$175.4m
Note:
a
These performance measures relate to output 1.3 in Austrade’s 2007–08 Portfolio Budget Statement (PBS) which is output 1.1
in Austrade’s 2008–09 PBS.
13
Achieving high
standards of service
Client Service Charter
Austrade has an approach of continuous
improvement through adherence to a client
service charter, continual monitoring of client
satisfaction and ongoing research into the
needs of Australian businesses seeking to
engage in export, investment and other forms of
international business.
The businesses Austrade assists fall within three
broad categories:
•
•
•
New to Export – businesses needing assistance
to learn and understand how to export,
including assistance with market selection,
finding customers and opportunities, advice
with business plans and practical issues like
logistics and finance
Expanding Export – businesses with some
international experience that need assistance
with market entry planning and advice across
a range of new markets, accessing growth
finance, networking with new customers
and finding in-market business partners to
achieve longer-term commercial viability and
export sustainability
Export and Beyond – businesses engaging
with global supply chains, selling intellectual
property, establishing joint ventures, investing
overseas, licensing and franchising. These
businesses may be active in different regions
and will often be both part of international
supply chains and have discrete export activity.
They may also be new to international business.
The Client Service Charter reflects Austrade’s
commitment to high-quality and consistent
service delivery. It sets out the service standards
that business can expect from Austrade and
outlines how to give feedback (see Appendix A).
Austrade clients have the opportunity to
provide feedback to the organisation through
a number of mechanisms. Feedback on service
delivery can be made by telephone, post, email
or through the website. Clients can also comment
on their satisfaction with Austrade services
through an annual survey and other research,
as described below.
This year Austrade received 397 compliments and
72 complaints. This was a 17 per cent increase over
the number of compliments received in 2006–07
(338) and a 23 per cent decrease in complaints (94).
Client satisfaction
In addition to continually seeking feedback on
the programs and services offered to businesses,
Austrade commissions an annual telephone survey
– the Client Service Improvement Study (CSIS).
Austrade’s overall client satisfaction rating is
based on the feedback received from businesses
that participate in the survey, which includes
clients who have participated in the New Exporter
Development Program (NEDP).
The 2007–08 CSIS was conducted by Wallis
Consulting in July 2008. For the first time, the
figure exceeded 90 per cent, with 91 per cent of
the 1,204 businesses interviewed rating Austrade
overall as good, very good or extremely good. The
trend has been one of continued improvement –
Austrade’s satisfaction rating was 89 per cent in
2006–07 and 88 per cent in 2005–06.
The percentage of NEDP clients rating Austrade
overall as good, very good or extremely good was
consistent with the 2006–07 rating, at 90 per cent.
In addition, Wallis Consulting conducted quarterly
online surveys and obtained qualitative feedback
from 1,559 clients. Using an online survey allows
clients to participate at a time that suits them and
provides detailed feedback to allow Austrade offices
to improve their services throughout the year.
14
Responding to changing client needs
Austrade research and the Diplomat magazine
Global 100 national champions list illustrate
that more Australian businesses have been
engaging globally beyond traditional exporting
and importing through foreign direct investment,
strategic alliances, joint ventures and participation
in global supply chains.
Foreign investment provides another avenue to
export markets. In its Global Readiness Index (GRI)
survey, the Export Finance and Insurance Corporation
(EFIC) identified that over half of businesses
investing offshore did so to facilitate exports through
the establishment of sales and marketing offices.
As the needs of Australian businesses have
changed, so too have Austrade’s services. Austrade
realigned a number of services in response to the
findings of the Journey to Export and International
Business research that Austrade commissioned.
These initiatives will enhance client service and
deliver value to Australian businesses seeking to
export or invest overseas.
Austrade’s services will be broadened to include a
wider spectrum of activities relating to export and
investment. Austrade’s relationship management
approach is being refined to increase client
understanding of how best to use Austrade’s
services, offshore network and relationships with
allies and corporate partners.
Austrade is also in the process of developing tools
and systems to support new ways of working
and drive greater effectiveness. A new client
relationship management (CRM) system will be
implemented to improve how Austrade captures,
shares and manages client information and a
new performance management approach will
better support work practices and philosophies.
Austrade will continue to use the research findings
as the basis upon which to improve programs
and services to provide greater value to Australia’s
business community.
15
Expanded role for Austrade
The integration of the inward investment
promotion function and the Global Opportunities
program into Austrade from 1 July 2008 will
facilitate the delivery of an integrated suite of
trade and investment services to Australian
businesses and the international investor
community. Austrade’s network will provide
significant expanded reach for promoting
Australia as a competitive investment location,
with the investment function embedded within
Austrade’s Australian and global networks.
Reflecting the Government’s objectives, Austrade
will be working to attract productive direct
investment into Australia to support sustainable
industry growth and development. Productive
direct investment includes that which will
produce goods or services for Australian or export
markets, introduce or develop new technology
or management expertise, build channels to
markets and global supply chains, and ensure the
foreign company will have an active interest in the
operations and management of the business.
Austrade had existing responsibility for
providing advice to Australian businesses about
opportunities for outward investment. In 2007–08,
Austrade supported 219 businesses to invest
offshore, including in the retail, mining, medical,
pharmaceutical and automotive industries. The
value of that outward investment was $2.8 billion.
Austrade onshore
Austrade’s front line in Australia consisted of 68 points of service across the country in metropolitan,
regional and rural areas, at 30 June 2008. The export adviser network, including TradeStart advisers, works
with Austrade’s overseas network to deliver services and programs to Australian businesses. A list of
TradeStart locations is at Appendix B.
16
Changing focus and direction
Global supply chains
During the year, Austrade realigned its activities
to enhance its industry focus, consolidate the
delivery of services to clients in the one team
and prepare for the transfer of responsibility for
inward investment and the Global Opportunities
program. Reflecting these changes, from 1 July
2008 the Exporter Services division will be called
Export and Investment Services.
Austrade works with Australian businesses to
help them access opportunities in major projects
and supply chains in Australia and overseas.
For example, Austrade has been assisting Australian
businesses win supply chain opportunities for
the design, planning, engineering, construction
and implementation stages of major sporting
events such as the 2008 Beijing Olympic Games,
2010 New Delhi Commonwealth Games and
2012 London Olympic Games.
Onshore, within Exporter Services, the Industry
Group coordinates and delivers strategies to assist
the internationalisation of industry with a focus
on 10 industry teams which match Australian
capability with offshore opportunities. The group
also manages relationships with industry
associations and government industry departments
and coordinates events in Australia and overseas.
In line with the Government’s priorities, Austrade has
strengthened its services sector focus, organising the
services team into education and business services,
financial services and creative industries teams.
The clean energy team was established to help
Australian businesses achieve a greater share of the
international clean energy market.
Industry teams will support potential foreign
investors as they work with businesses and state
and territory governments to develop and finalise
their investment.
Over 40 Australian companies achieved more than
50 business deals in the lead-up to the Beijing
Olympic Games in August 2008, many with
assistance from Austrade.
Austrade is assisting small and medium-sized
exporters to access the supply chains of the
European Aeronautic Defence and Space Company
(EADS) and its business units such as Airbus,
Eurocopter, and Defence and Security Systems, as
well as their suppliers. EADS is the second-largest
aerospace and defence group in the world.
During the year, Austrade and Australian
Aerospace, a subsidiary of Eurocopter, assisted
24 companies to access EADS, ran information
seminars and hosted visits from European buyers.
Austrade, the Victorian and South Australian
Industry Capability Networks (ICNs), the
Department of Innovation, Industry, Science and
Research (DIISR), the Federation of Automotive
Products Manufacturers (FAPM) and the state
governments of South Australia and Victoria
are members of a consortium assisting auto
component exporters access global supply chains
under the Supplier Access to Major Projects Global
(SAMPG) program funded by DIISR.
Austrade assisted Australian suppliers to
access the extensive global supply chains of
multinationals based in Singapore and elsewhere
in South East Asia. These multinationals include
Foster Wheeler, Technip, Jacobs Engineering
Group, Shedden Ude, Worley Parsons and
Clough Engineering.
17
New and developing exporters
The New Exporter Development Program (NEDP)
is designed for businesses that are new to, or have
limited experience in, exporting. The program
helps eligible small and medium-sized enterprises
develop the skills and knowledge required to seek
out and be ready for export opportunities.
The NEDP is delivered by Austrade offices
offshore and in Australia by Austrade’s 18 offices
and the 50 TradeStart offices operating in
partnership with state and territory governments,
selected industry associations and regional
development bodies.
Export advisers provide a package of export coaching
services, including initial information and advice
about exporting, and more in-depth services such as
mentoring, market selection and information about
export opportunities in overseas markets.
Austrade and the Clean Energy
Council promote regional
export opportunities
Austrade contributed its expertise on
India and China to the report Regional
Export Opportunities for Australia’s Clean
Energy Industry which was funded by the
Department of the Environment, Water,
Heritage and the Arts (DEWHA) and
prepared by the Renewable Energy and
Energy Efficiency Partnership (REEEP), a
non-governmental organisation. The report
was launched at a Clean Energy Council
function in Melbourne on 5 June 2008 –
World Environment Day.
Corporate Partnerships
The Corporate Partnerships program extends
Austrade’s reach through strengthening
relationships with key advisers to Australian
business from the banking, business advisory,
legal and logistics sectors. Leveraging these
relationships allows Austrade to tap into specialist
expertise and support firms that assist Australian
businesses undertake international trade and
investment.
In 2007–08, the Corporate Partnerships
program assisted 1,648 Australian businesses
to achieve international outcomes; provided
international business training to approximately
200 lawyers, bankers and business advisers;
highlighted international trade opportunities
to over 2,200 businesses through around
50 cooperative marketing programs; and directly
connected or referred in excess of 100 clients
to the Austrade network.
Standing are Grant Behrendorff, Centre for Appropriate
Technology; Naomi Walden, Department of Resources,
Energy and Tourism (RET); Eva Oberender, Clean Energy
Council/REEEP; Robert Richardson from Austrade’s Clean
Energy Team; Amy Kean, Clean Energy Council/REEEP; and
Mike Allen, ReEx Capital Asia/REEEP. Kneeling are Keith
Baker, DEWHA; and Mark Fogarty, Chairman of REEEP.
An example of Austrade’s work with its
corporate partners included an April 2008
seminar on Islamic finance presented with the
Law Council of Australia and the Law Institute
of Victoria to approximately 65 legal and
banking clients in Melbourne.
18
The Minister for Trade, the Hon Simon Crean MP, launched an Austrade–KPMG report on India’s resources and infrastructure sector
in April 2008. From left to right are Kumar Parakala, KPMG; Doug Bartley, KPMG; Leith Doody, Austrade State Manager Victoria; Mike
Moignard, Senior Trade Commissioner New Delhi; Mr Crean; Arvind Mahajan, KPMG India; and Naresh Makhijani, KPMG India.
Seminars and events
Austrade runs an extensive program of seminars
in Australia to promote business opportunities
overseas and raise awareness of export assistance
programs and the benefits of exporting.
The popularity of Austrade seminars and
briefings on international markets and industry
opportunities continues, with more than 4,300
participants attending 155 events in 2007–08.
As an example, Austrade ran a series of seminars
following the launch of a joint Austrade–KPMG
report on opportunities in the Indian financial
services sector. Austrade also held a number of
industry briefings and consultations following
the launch of a second report with KPMG on
infrastructure opportunities in India.
Austrade also facilitates business matching
between Australian businesses and international
buyers through individual appointments and
at industry events such as trade exhibitions in
Australia. As an example, the Health, Biotechnology
and Wellbeing team organised 17 international
buyers from the United Kingdom, Hong Kong,
Malaysia, Taiwan, China, the Philippines, Iran and
Fiji to attend the first HOSPIMedica Australia
trade exhibition in Sydney in May 2008. The team
arranged 174 meetings between buyers and
Australian health businesses, site visits, industry
presentations and networking events.
19
The UK National Health Service (NHS), which
includes 185 hospital trusts and is one of the
biggest customers of medical equipment and
services in the world, attended the exhibition.
As a result, a number of Australian companies are
now working with the NHS and UK distributors,
with strong prospects for market entry success.
‘I found the meetings informative and innovative, which I believe
shows that Australia has a part to play in the UK market,’ said
Malcolm Dorman, Head of Procurement and Supply, Newham
University NHS Trust, UK (pictured far right with Austrade staff
Milena Bliss, Geoff Spears and Alex Williams) at HOSPIMedica.
The Agribusiness team brought more than 20
buyers from the United States, China and New
Caledonia to the nation’s largest agricultural
event, AgQuip, held in Gunnedah in August 2007.
Austrade partnered with the NSW Department of
State and Regional Development (DSRD) to provide
support for this event. More than 2,500 businesses
displayed farming equipment and services to over
100,000 local and international visitors.
The Marine Industry network partnered with
industry body the Australian International Marine
Export Group, the Queensland Government
and the Gold Coast City Council to support 40
international buyers who attended the 20th
Sanctuary Cove International Boat Show on the
Gold Coast in May 2008. Sales were made in
areas ranging from catamarans, luxury cruisers,
marina management and materials through to
components for superyachts.
In September 2007, Austrade offshore staff
accompanied over 250 foreign buyers to the
Fine Food Australia exhibition, Australia’s
largest food industry event with around 900
exhibitors. Austrade has been facilitating business
matching between Australian food suppliers and
international buyers attending the exhibition
for over 10 years. Significant export orders were
achieved by many Australian companies across a
range of product categories and markets.
Rosemount Australia Fashion Week (RAFW) is
Australia’s premier fashion industry event for
designers to showcase their collections to the world.
For the past five years, Austrade has worked in
partnership with the organisers, IMG Fashion, and
state government allies to attract high-level and
influential buyers and media to the event.
RAFW 2008, held from 28 April to 2 May in Sydney,
showcased around 100 established and emerging
Australian designers and attracted buyers from
across the world. Austrade staff accompanied
buyer groups to runway shows, arranged buyer
meetings and provided export advice to designers.
During the year, more than 3,550 appointments
were made with businesses throughout Australia
for international buyers from a diverse range of
industry sectors.
Support for overseas events
Austrade supported an extensive program of
international exhibitions, business missions
and other overseas events during 2007–08.
Export advisers onshore provided briefings
to participants on market opportunities and
strategies, and facilitated their attendance at
overseas events and missions in conjunction
with staff in regional offices overseas.
One example of this support was the involvement
of Australian businesses in the United Arab
Emirates (UAE) Building and Construction mission
in April 2008. Austrade held a pre-mission
briefing with clients in Australia on aspects of
doing business with the UAE and assisted with
preparations. A number of companies developed
or cemented distribution and agency agreements
in this lucrative market as a result of the mission.
Austrade’s Marine Industry network along with directors of new exporter Gold Coast Ferries, Colin Piper (second from left) and Craig
McKay (eighth from left).
20
International success for Australian provider of information management solutions
.
Martin Hosking, Aconex Chairman (left), and Abdullah Zamzam,
ALDAR Chief Corporate Support Officer, exchanging contracts.
From a two-man team in Melbourne in 1999,
Aconex has grown to become a significant
provider of online information management
solutions to the construction and resources
industries, employing more than 320 people
across 37 offices worldwide.
Aconex provides a web-based platform for
managing information such as drawings,
documents and correspondence. The system
reduces the use of paper documents by enabling
project members to view, distribute and track their
files electronically from any location and at any
time. This streamlines communication between
organisations, reduces the cost associated with
paper documents and helps control risks such as
disputes and delays.
By early 2002, interest in the Aconex system had
grown at such a rate in Australia that over 200
Australian companies were using the technology.
Exporting was the next natural step. It was at this
point that Aconex CEO Leigh Jasper contacted
Austrade Melbourne to seek an in-market briefing
for a visit to the UK. Austrade has since provided
assistance to the company in over 30 markets
including Hong Kong, the United Arab Emirates,
Macao, the United Kingdom, India, Canada, Japan,
Singapore, Bahrain, China, Malaysia, Vietnam, the
United States, South Africa and New Zealand.
‘When entering new markets, we have received
considerable support from Austrade, both in
Australia and overseas, who have provided us
with contacts, market information, networking
events and lead generation. This assistance,
particularly in Greater China and the UAE, has
been invaluable in facilitating our expansion,’
said Mr Jasper.
21
Aconex has been particularly successful in the
Middle East and, since establishing an office
in Dubai in 2004, the company now has seven
offices in the Gulf region. In 2007, the company
secured a deal to provide its system to Abu
Dhabi’s largest real estate developer, ALDAR
Properties PJSC. The contract engaged Aconex on
around a dozen ALDAR developments, including
the US$40 billion YAS Island project, Abu Dhabi’s
largest property development, which will include
a Formula One racing track, theme parks, golf
courses, hotels and 300,000 square metres of
retail space.
Throughout its export journey, Aconex has been
an active participant in many Austrade-organised
business missions, seminars and networking
events, including events organised through
Business Club Australia, which provided them
with invaluable contacts and resources to
pursue opportunities in their target markets.
The company has also been a recipient of several
Export Market Development Grants (EMDG),
which have provided financial assistance for
eligible export promotion activities.
Aconex also received valuable support from
AusIndustry in the Department of Innovation,
Industry, Science and Research (DIISR), through
a Commercialising Emerging Technologies
(COMET) program grant in 2002. The program
helped identify barriers to commercialisation
in the early days of the business, as Aconex’s
software was moving out of the innovation
phase. Further product innovation through
ongoing R&D was also supported by
AusIndustry’s R&D tax concession and R&D
tax offset.
Aconex has received numerous national and
international awards in recognition of its
export success and now services $220 billion
worth of projects across 65 countries. Projects
range from small-scale refurbishments to
major multinational developments throughout
Asia, the Middle East, Africa, Europe, North
America, Australia and New Zealand. With the
foundations in place, Aconex plans to continue
its rapid expansion in the markets where it
has established a presence, while continuously
seeking out emerging markets to enter.
Austrade offshore
Austrade’s overseas network is divided into four regions:
•
•
•
•
the Americas
Europe, Middle East and Africa
North East Asia
South East Asia, South Asia and Pacific.
22
Americas
The Americas region represents a wide range of markets and cultures covering:
•
•
•
the United States
Canada
Latin America.
23
In the US market during the year, Austrade
continued to build on opportunities from the
Australia–United States Free Trade Agreement
(AUSFTA), with particular focus on service
sectors, including financial services, clean energy,
technology, agribusiness, wine, consumer
products, food and beverages, and industrial
products, as well as selling to the US Government.
Austrade promotes Canada as a market distinct
from the US with a strong focus on building
long-term customer relationships to facilitate
market access for clients and a focus on food,
wine, education, creative industries, sport,
agricultural equipment and products, and energy
and mining technology and services.
In Latin America, Austrade focuses on the key
industry sectors of mining, agribusiness, food and
beverages, and services.
The Austrade US Agribusiness Team received the
Chairman’s Award from South Australia’s Water
Industry Alliance for their work in organising the
mission and other networking opportunities in the
United States.
In Renewable Energy, Austrade hosted a Renewable
Energy and Energy Efficiency Partnership (REEEP)
meeting at the Australian Embassy to coincide with
the Washington International Renewable Energy
Conference in March 2008. The meeting provided
a valuable opportunity to bring together key
stakeholders from the renewable energy community
and helped to develop a better understanding of
sector needs and Australian capability.
The Americas region organised three financial
services missions to the United States in June
2008 as part of an intensive program to introduce
export-ready financial services companies to key
players in the US market.
Highlights
Austrade supported a number of trade missions,
networking and promotional events, exhibitions
and other business matching opportunities in key
industry sectors across the Americas region over
the year.
In knowledge-based industries, Austrade and the
ACT Government concluded a successful trade
mission to North America in June 2008. The ACT’s
strength in the services sector was highlighted by
the seven businesses that accompanied ACT Chief
Minister Jon Stanhope to Washington, Virginia,
Montreal, Ottawa and Toronto. The mission raised
awareness of the ACT as a knowledge-based
economy, provided opportunities to meet with
potential clients and partners and resulted
in export contracts. For instance, John Walker
Crime Trends Analysis secured several consulting
contracts with the International Monetary Fund.
In water conservation, Australia’s expertise was
showcased by a trade mission to the United States in
June 2008. Businesses visited drought-affected areas
and met with water and international development
agencies. Tim Anderson, CEO of Optimatics,
commented: ‘Participating on the mission has
given me a richly expanded perspective of the US
market. The opportunities for Optimatics and other
Australian water companies are immense.’
Partnering with Microsoft
Nine innovative Australian financial services
technology businesses participated in two
days of executive-level meetings organised
by Austrade with senior Microsoft executives
at their US headquarters in Redmond,
Washington State in June 2008.
This was the first time Microsoft had
hosted a delegation of this type from any
country. The mission helped increase the
delegates’ global competitiveness and
understanding of market demand as well
as generating potential export successes
over the coming years. A second mission is
planned for late 2008.
Pictured are Microsoft and Austrade representatives
with Australian companies iComply, Linx Software,
Intelledox, Mediahouse Technology, BizTools, Modoras,
MYOB, Bluedoor Technologies and Stargate Group.
24
support from state governments and sponsors.
Austrade events this year included networking
events and a supermarket promotion.
The United States is a key market for Australian
fashion. In January 2008, Austrade organised for
10 Australian fashion designers to participate in a
three-day wholesale showroom event in New York.
In April 2008, Austrade organised a video workshop
between 10 Los Angeles-based industry specialists
and 42 clients in Austrade offices in Australia to
discuss exporting and selling Australian fashion to
the United States. Five Australian exporters made
sales as a result of the event.
Austrade provided support to 420 Australian
businesses attending the largest biotechnology
showcase in the world, BIO 2008, in San Diego
in June. An electronic business-to-business
portal complemented networking meetings at
the convention.
The Minister for Trade spoke to a roundtable convened by Austrade
of Australian services and technology businesses in Washington
on his visit to the United States in January–February 2008.
The demand for Australian food and wine exports
in the United States remains strong. In January
2008, Austrade organised for 40 Australian
businesses to participate in the Fancy Food
Show in San Diego and another 25 businesses to
participate in a month-long retail promotion in
Bristol Farms and Citarella (boutique supermarket
chains in Los Angeles and New York). A total of 14
specialty food, olive oil and beverages businesses
achieved sales of approximately US$1.1 million.
Austrade managed the Australian pavilion at
the National Restaurant Association Show in
Chicago in May 2008 and organised a networking
event between the 19 Australian exhibitors and
prominent Chicago-area chefs. Austrade staff
from Canada accompanied Canadian buyers to the
event. Australian export sales as a direct result of
the show are expected to top $1 million.
G’Day USA Week in January is a major promotional
event to showcase Australian food and wine,
culture, tourism and investment. The week is
organised by the Department of Foreign Affairs and
Trade, Austrade, Tourism Australia and Qantas, with
25
The Games Developers Conference, held in
San Francisco in February 2008, is the largest
forum on games development and related
entertainment in the world. The Game Developers
Association of Australia, in partnership with
Austrade, hosted a networking event that gave
over 40 Australian businesses access to publishers
and industry decision makers. Victorian games
companies reported generating over $22 million
in exports from the conference and further
deals are expected for the growing Australian
games industry.
Austrade had a major presence at the South
by Southwest Music and Media Conference in
Austin, Texas in March 2008, working with 20
Australian performers. Austrade supported several
key events and managed a popular trade stand
at this international event. As an example of the
global nature of the conference, Sydney artist Old
Man River negotiated and signed a deal with Sony
Music Publishing (Japan).
In partnership with the Australian Interactive
Media Industry Association (AIMIA), Austrade
hosted a digital media technology mission to
New York in February 2008 to showcase Australia’s
interactive media technologies to 85 US digital
media technology companies. The mission
highlighted Australian expertise in mobile
marketing, digital and multilingual content
management, animation and production.
Indigenous Art Missions
Austrade facilitated two US buyer missions
in 2007–08 to 17 communities and 24 art
centres in the Northern Territory, Western
Australia and South Australia. These were
the first such tours from the United States
and resulted in sales of over $200,000. Buyer
missions have two-fold benefits – the initial
economic gain for artists and helping to
open up markets for Aboriginal arts in the
United States. The tour established personal
relationships and enabled private collectors,
gallery owners and curators to understand
the cultural significance of the works and
how community art centres operate. It also
ensured that artwork was sourced in an ethical
manner, with artists receiving a fair price for
their work.
Artist Paddy Japaljarri Simms with Kerry Smallwood, Curator
of the Kelton Foundation Collection, the largest catalogue of
Aboriginal art in the United States.
Austrade’s strategy for Canada included initiatives
in the priority sectors of food, wine, education,
creative industries, sport, agricultural equipment
and products, and energy and mining technology
and services.
In June 2008, Austrade coordinated a mission of
five companies to the world’s largest oil and gas
event, the Global Petroleum Show in Calgary. Three
of the four businesses attending the 2007 mission
did business in Canada within a year of the event.
Austrade organises an Australian stand at the
Go Abroad education show each year in Toronto
and Vancouver. All eight Australian universities
that attended in September 2007 recorded
student enrolments as a result.
Austrade organised for 14 Australian exhibitors to
showcase their eco-friendly consumer products
to Canada’s largest department store, two large
pharmacy chains and Canada’s home shopping
channel in June 2008. Five businesses entered
negotiations with Canadian importers following
the event.
Canada is Australia’s third largest market for wine
and each year Canada’s wine team conducts
Discover Australia wine promotions to introduce
new wineries to the market. Of the 20 wineries
that participated in 2008, 14 have entered into
agreements with agents to represent their wines in
Canada. Austrade works closely with the Australian
Wine and Brandy Corporation, which is co-located
with Austrade in Toronto and Vancouver, to lift
awareness of Australia’s regional differences in wine.
The inaugural G’Day Vancouver: Australia Week
held in April 2008 centred on an exhibit at Science
World in Vancouver entitled Planet Oz – Walk on
Australia’s Wild Side. Austrade events included a
function at which the 2007 Australian of the Year,
Tim Flannery, was the keynote speaker. There was
also a separate sporting goods showcase.
The industry sectors in Latin America that provide
strong opportunities for Australia include mining,
agribusiness, food and beverages, and services
(particularly education and engineering services).
Other priority areas include cattle and sheep
genetics, seeds, wine technology, tourism services,
and infrastructure.
The highly successful Australia Festival – to
become Expo Australia in 2008 – illustrates
Australia’s capability in education, tourism,
culture and food and beverages. In 2007, Austrade
assisted 35 education exhibitors make sales worth
over $10 million as a result of the festival.
26
Austrade supported 14 Australian companies at
Argentina’s largest exhibition for wine technology
suppliers, the Latam SITEVI Wine Technology
exhibition, in Mendoza in May 2008. The
exhibitors expect sales of up to $2 million.
The largest mining trade event in Latin America
is Expomin, which was held in Santiago, Chile
in April 2008. The Hon John Murphy MP,
Parliamentary Secretary to the Minister for Trade,
opened the Australian stand with the Chilean
Mining Minister. Austrade coordinated Australia’s
involvement in the event and over 60 Australian
businesses participated, including Orica Mining
Services, Downing Teal, Sinclair Knight Merz
(SKM) and KPMG. To date, Austrade assistance at
Expomin has contributed to export sales worth
over $72 million by 30 clients.
Austrade’s Regional Director Americas,
Grame Barty, took up his post in Los
Angeles in May 2008 on the same day
as Queensland’s Trade and Investment
Commissioner, Peter Beattie.
Mr Barty joined Austrade following
11 years of running software business
HarvestRoad Limited, in the US, Mexico,
Canada, Europe and UK markets and
eight years as a senior executive in other
IT organisations. He also has 10 years’
experience in the military and is a former
member of the Austrade Board.
Pictured are Innes Willox, Consul-General Los Angeles,
Mr Barty; Mr Beattie and Sally-Ann Watts, Austrade’s
Senior Trade Commissioner Los Angeles at a function
hosted by Mr Willox to mark the event.
Chilean Mining Minister Santiago Gonzalez (centre), with
Mr Murphy (left), cutting the ribbon to open the Australian stand
at Expomin. Australia’s stand was awarded best in the show.
APEC 2008, which Peru is hosting, will provide the
centrepiece for trade and investment promotional
activities in the Andean market in the coming
year. During 2007–08, Austrade held a number of
networking events, including Australia Business
Week held in January 2008. This event attracted
400 guests from government, the business
community, the media and Australian investors
in Peru.
27
The Europe, Middle East and Africa (EMEA) region is divided into six sub-regions:
•
•
•
•
•
•
Western Europe
Russia/Commonwealth of Independent States
United Kingdom, Ireland and Israel
Central and South Eastern Europe
Middle East and North Africa
Sub-Saharan Africa.
28
The Europe, Middle East and Africa (EMEA) region has
focused on identifying and building opportunities for
exporters in growth sectors, including environmental
technology, mining, infrastructure, financial services,
consumer goods and medical technologies.
Highlights
Examples of Austrade activity in the EMEA region
over the year included trade missions, exhibitions,
networking events, seminars and other business
matching opportunities in key industry sectors.
Australia’s corporate presence in London is one
of the most concentrated of any city in the world
and a key element of Austrade’s strategy in the
United Kingdom is to maximise its potential.
Working with a network of approximately 1,500
Australian businesses with a physical presence
in the United Kingdom, Austrade promotes
Australia’s brand and facilitates strategic
partnerships, mentoring, knowledge exchange
and supplier agreements.
A recent example focusing on several of these
objectives was a Sustainability in Construction
seminar in June 2008 with speakers from Sinclair
Knight Merz, Lend Lease, GHD and Denton Corker
Marshall. These panellists presented on different
aspects of the sustainability challenge in their
industries to an audience including leading UK
firms and London 2012 Olympic developers.
Austrade capitalised on international interest in
the 2007 Rugby World Cup by organising business
matching and networking activities in France, the
United Kingdom and Australia under the Business
Club Australia banner. The program culminated
with a dinner that attracted 145 high-profile
corporate, diplomatic, media and sporting
representatives from France, England, Italy, New
Zealand, Belgium, Germany, Canada and Australia.
Coinciding with the Rugby World Cup, Austrade
led a medical and health sector trade mission to the
United Kingdom. Australian businesses exhibited
medical devices and IT solutions to a range of
buyers, including Unichem Boots and the National
Health Service (NHS). The mission laid strong
foundations for a subsequent buyer visit
by NHS procurement directors to Australia
in May 2008. During the visit, Australian health and
medical businesses received advice on how to sell
to the NHS and many are now in regular contact
with the NHS and UK distributors about tailoring
their products and services to the UK market. One
London hospital agreed to procure medical devices
from Australia and, in another case, offered an
in-house trial to a facilities management company.
Israel represents the second-largest market for
Australian live cattle exports (after Indonesia).
In May 2008, Austrade organised two seminars
in northern and central Israel for a Meat and
Livestock Australia delegation of experts to share
knowledge with growers, breeders, importers and
researchers in the local livestock industry. The
seminars included briefings on a variety of areas
such as animal nutrition, animal welfare, livestock
handling and heat stress management.
In Israel were: Eric Goldberg, Austrade Senior Business Development
Manager, Tel Aviv; Dr Darryl Savage, University of New England;
Eitzik Shafran, local breeder of Australian cattle; unnamed local
breeder; Peter Dundon, Meat and Livestock Australia; Boyd Holden,
Holden Agricultural Management Systems; and Dr Nigel Brown,
International Veterinary and Agriculture Services.
John O’Neill AO, Managing Director and CEO of Australian Rugby
Union, guest speaker at a dinner organised by Business Club
Australia on the eve of the Rugby World Cup 2007 final.
29
Environmental appeal the
key to Cartridge World’s
investment in Scandinavia
When South Australian franchise Cartridge
World wanted to invest in Scandinavia the
company first turned to Austrade for local
knowledge and assistance. Austrade helped
Cartridge World identify that its unique
selling proposition in Scandinavia was
the environmental benefits of its recycled
products. The ‘Save Money, Save the Planet’
theme has run through all of Cartridge
World’s local marketing. Austrade provided
strategic input to the project, made
introductions to key contacts including
government investment agencies, and was
involved in launching the first two stores in
Sweden and Norway. Cartridge World plans
to open a further 250 outlets in Scandinavia
in the coming five years.
In October 2007, 10 Victorian businesses
visited Greece on a Victorian Government
trade mission. Austrade supported the mission
with a program of government and business
appointments for participants in the shipping,
ICT, environmental services and food sectors.
The mission presented Australia’s export and
investment capability to potential business
partners and highlighted the increasing quality
and variety of commercial relationships and
opportunities in Greece.
During the APEC Leaders Week in Sydney in
September 2007, Austrade assisted in arrangements
for more than 60 high-level business matching
activities. This occasion saw the first visit to
Australia by a Russian President, then Vladimir Putin,
which Austrade used as an opportunity to profile
the rapidly growing Russian market.
Austrade hosted 4 official and 12 business
delegations in Sydney, Brisbane and Perth during
the week. Banking and resources deals signed
during the week will contribute to expanding trade
and investment between Russia and Australia.
Austrade is providing logistical support to
Brisbane-based Asset Aviation that has provided
training services to Vladivostok Avia, an airline
in the Russian Far East. In April 2009, six Russian
pilots will train with Boeing in Brisbane to become
qualified to fly the Western aircraft being used in
Russia. Export revenue of $2.7 million has already
been confirmed for this deal.
At the opening of Cartridge World’s store in
Copenhagen were Ingo Schroeder, Master Franchisee
Scandinavia; Rune Jordet, Franchisee Drammen;
Trade Commissioner Flemming Larsen; Australian
Ambassador Sharyn Minahan; Mayor of Drammen
Tore Opdal Hansen.
In the United Arab Emirates, Austrade assisted over
60 Australian services companies at two of the
world’s largest construction services exhibitions,
Cityscape Dubai and Cityscape Abu Dhabi. Abu
Dhabi is now rivalling Dubai with a pipeline of
construction projects worth $490 billion.
Austrade’s relationships with local businesses,
knowledge of upcoming projects and understanding
of the business environment are invaluable to
companies needing to deal with the legal and
contractual obligations of establishing a presence
in the UAE. Participants took part in briefings,
networking events and one-on-one meetings, and
Austrade continues to assist more than 25 of these
companies in minimising the amount of time
required to establish a local presence.
30
Australian businesses exhibiting at the Cityscape
exhibitions included Baker Kavanagh Architects
and Modelcraft. Baker Kavanagh Architects have
designed a high-rise residential tower enabling
natural breezes to meet cooling needs for five
months of the year. Modelcraft, one of the world’s
largest model-making companies, created an
architectural model of Dubai for UAE property
developers Nakheel. Complemented by a light and
video show, and at a size of over 80 square metres,
the model dominated the Dubai exhibition.
In June 2008, an infrastructure trade mission
visited Johannesburg in South Africa, Accra in
Ghana and Abuja in Nigeria. This was the first
Austrade mission to markets in West Africa in
over 20 years. Austrade developed a program of
briefings, networking functions and appointments
in association with the High Commissions in
Ghana and Nigeria. The mission established
relationships with key industry players and
business networks and resulted in a number
of opportunities, including the product of one
business being trialled by South African gold
mining company Anglo Ashanti.
Promoting AFL in the
Middle East
Australian exhibitor Lizzy Pagden of Pamada Group presents the
Crown Prince of Abu Dhabi, HH General Sheikh Mohamed bin
Zayed Al Nahyan, with a toy kangaroo.
Across Sub-Saharan Africa, Austrade is focusing
on mining and infrastructure. Supported by the
Johannesburg post, Australian equipment and
service suppliers participated in the major mining
sector event in South Africa – Mining Indaba.
Thirty-four Australian businesses participated
in the Australian stand, with resulting business
estimated at $100 million as at June 2008.
One Australian business operating in Africa is
Brisbane-based GroundProbe, who are at the
leading edge of mine safety technology. Their
Slope Stability Radar systems are in use in South
Africa, Botswana, Tanzania, Zambia, Namibia
and the Democratic Republic of Congo. Austrade
has helped GroundProbe access a number of
opportunities and in May 2008 assisted the
company to identify potential customers and
organise a product launch at the Anglo Platinum
mine near Potgietersus, South Africa.
31
In partnership with the Australian Football
League (AFL), state governments, industry
allies and business, Austrade promoted the
business of sport at an AFL match between
Collingwood and Adelaide in Abu Dhabi in
February 2008. The NAB Cup game was the
first competition match to be held outside
Australia and attracted 7,000 spectators.
The event promoted the export potential
of the Middle East, raised the profile of
businesses involved in the event, and
highlighted the potential for using sporting
events as a platform for generating trade
and investment. Austrade and the AFL
are working to take the model to other
countries, including South Africa and India.
Pictured at the AFL match in Abu Dhabi in February
were Jeremy Bruer, Australian Ambassador to United
Arab Emirates; Kevin Scarce, Governor of South
Australia; Andrew Demetriou, CEO Australian Football
League; HE Dr Mohammed Saeed Al Kindi, UAE
Minister for Environment and Water; HE Sheikha Lubna
Al Qasimi, UAE Minister for Economy and Planning;
and John Brumby, Premier of Victoria.
North East Asia
Austrade has offices across North East Asia responsible for:
•
•
•
•
•
•
China
Japan
Taiwan
the Republic of Korea
Hong Kong and Macau
Mongolia.
32
Austrade’s North East Asia (NEA) region focused
on assisting Australian businesses to achieve trade
and investment outcomes across a number of
sectors, particularly the services, clean energy and
environmental sectors.
Highlights
Over the year, the NEA region identified
opportunities for exporters and investors in
a number of new industry sectors as well as
supporting Australian businesses to capture
significant opportunities in more traditional sectors.
Preparations for the Beijing Olympics in China
intensified during 2007–08. In the lead-up to the
Olympic Games in August 2008, over 40 Australian
companies achieved more than 50 business
deals, many with assistance from Austrade. These
deals included the design of infrastructure and
sports venues, marketing, security, training, waste
management, merchandising and the organising
of ceremonies.
In April 2008, the Prime Minister, the Hon Kevin
Rudd MP, witnessed the signing of a Memorandum
of Understanding (MOU) on Culture and Creative
Industries Cooperation between Austrade and the
Xi’an Qujiang Cultural Industries Development
Zone. The MOU highlighted areas of potential
cooperation between Chinese and Australian
businesses in areas such as landscape and urban
design, creative arts, publishing, new media,
tourism, environment, sustainable development
and museum technologies.
Laurie Smith, NEA Regional Director, and Duan Xiannian, ViceMayor of the Xi’an Municipal Government, signing an MOU on
Culture and Creative Industries Cooperation between Austrade
and the Xi’an Quijang Cultural Industries Development Zone.
Prime Minister Rudd and Chen Baogen, Mayor of Xi’an Municipal
Government, witnessed the signing.
33
Xi’an, China’s ancient capital for 13 dynasties
and the starting point of the Silk Road, recently
commenced a US$2.2 billion project to restore the
Tang Dynasty Imperial Palace – Daming Palace.
Austrade identified the opportunity and assisted
architects International Architectural Platform
Australia (IAPA) to win a large part of master
planning of the heritage park.
During his visit to Japan in June 2008, Mr Rudd
spent time in a Tokyo flagship store of the AEON
Group’s JUSCO supermarket chain to help boost
sales of Australian products. The Prime Minister’s
support for Australian products will assist
Australian exporters and was appreciated by
AEON, Japan’s largest retailer and a key customer
for Australian suppliers. The Prime Minister also
met the President and top executives of the
AEON Group to discuss the supply of safe and
sustainable food from Australia to Japan.
Prime Minister Kevin Rudd hands out Aussie beef samples to
shoppers in Tokyo.
During his first visit to Japan as Minister for Trade in
January 2008, Mr Crean hosted a function in Tokyo
for leading Japanese buyers in the services industry
and other emerging sectors. Mr Crean emphasised
the Government’s strong commitment to the
Australia–Japan relationship and his keen interest
in further expanding trade and investment ties with
Japan in new sectors and industries.
After six years of lobbying by business and the
Australian Government, Australian white cypress
timber has been accredited for use in the Japanese
building market. Sales of over $5 million a year
to Japan are expected as a result. The work of
Business Development Manager Haruhiko Ban
in Austrade’s Nagoya office to stimulate demand
among Japanese buyers and coordinate Australian
industry lobbying was recognised by the NSW
Forest Products Association at a ceremony at NSW
Parliament House.
A new era for manufacturing exports to Japan
The second of Incat’s landmark 112-metre
Wave Piercing Catamarans – Natchan World –
entered service in Japan in May 2008. Natchan
World is both Incat’s and Tasmania’s most
valuable export to date and heralds a new
era for Australian elaborately transformed
manufactured exports to Japan.
Incat’s high-speed craft are among the
largest, most fuel-efficient diesel-powered
catamarans in the world. Austrade has been
supporting Incat in the Japanese market for
several years, in particular by helping Incat
to successfully navigate Japan’s regulatory
approval process.
At the launch of Natchan World were Fumiaki Ebina,
Aomori Tourism and Convention Association; Paula Wriedt,
the Tasmanian Minister for Economic Development and
Tourism; Incat Chairman Robert Clifford; Sally Phillips,
Trade Commissioner, Nagoya; and Nihon Ferry President
Tashiro Higashi.
34
In April 2008, Peter Yuile, Deputy CEO, represented
Austrade at the signing of an MOU in Sydney
between Bishop Technology Group, HwaSung
Precision and Gyeonggi province, paving the way
for a joint venture manufacturing steering racks in
Korea. This will be Bishop’s second joint venture in
Korea, which has a major automotive industry that
offers the Australian industry good prospects for
cooperation and outward investment.
It was also a busy year for the Australian music
industry in Korea as two Australian bands, End of
Fashion and Kisschasy, signed contracts with the
Korean record label Lime Light Music Consulting.
Youna Kim, Austrade Business Development
Manager–Music, Seoul, said: ‘Koreans love raw
and hard-hitting rock acts, which Australia can
provide in abundance.’
In Taiwan, with Austrade’s help, Queensland
dairy company Weis successfully launched its
mango and raspberry ice cream bars throughout
the 7-Eleven convenience store chain (over 4,900
outlets) in April 2008, following Weis’ participation
in 7-Eleven’s Spring Trade Show in March 2008.
Hong Kong is the location for Cosmoprof Asia,
the largest cosmetics and beauty trade exhibition
within the Asia Pacific Region. Austrade has
coordinated Australia’s presence at Cosmoprof
Asia for five years and 60 Australian businesses
participated in the Australian National Pavilion in
November 2007. Austrade had 38 exhibitors report
over 150 deals in 17 countries as a result of their
participation at Cosmoprof Asia 2007.
BTF’s journey from industry
grants to export
BTF, a bioscience company which
developed microbiological testing
technology following the 1998 Sydney
water crisis, has been doing business in
Japan since 2003.
End of Fashion are Justin Burford (vocals/guitar), Mike Hobbs
(drums), Rodney Aravena (guitar) and Tom King (bass).
BTF CEO Mark Gauci said Japan was an
attractive market for exporters. ‘Around
25 to 30 per cent of BTF’s business now
comes from Japan, following Austrade’s
assistance in 2002 to explore relationships
with potential customers,’ he said. ‘We’ve
released a number of products in the
Japanese market, with two distributors
serving the water testing market and the
pharmaceutical and food testing market.’
BTF was first awarded an innovation
grant by AusIndustry in 1999 to develop
one of its foundation products. In
2006, BTF was awarded an additional
AusIndustry grant to further enhance its
research and development capabilities.
BTF also received a number of grants
under the EMDG scheme.
35
South East Asia, South Asia and Pacific
The South East Asia, South Asia and Pacific (SEASAP) region has six subregions:
•
South Asia – India, Pakistan, Afghanistan,
Sri Lanka, Nepal, Bhutan and Bangladesh
•
•
•
•
•
ASEAN North – Thailand and Greater Mekong
ASEAN Central – Singapore, Malaysia and Brunei
ASEAN South – Indonesia
ASEAN East – Philippines and Vietnam
the Pacific.
36
During the year, Austrade managed a proactive
customer strategy in all major markets, including
taking over 250 high-value buyers to Australia;
promoted opportunities from the Singapore–
Australia and Thailand–Australia Free Trade
Agreements; targeted international procurement
offices (IPOs) and major projects across the region
to expand Australia’s penetration of global and
regional supply chains; leveraged Singapore as
a regional hub to springboard Australian goods
and services into markets across Asia; expanded
Australia’s trade and investment interests in
the growth markets of India, Indonesia and
Vietnam; captured ‘behind the border’ (non-tariff
barrier) intelligence from Australian companies
to feed into trade negotiations; and worked with
AusAID to build Australia’s trade and investment
relationship with the Pacific.
Highlights
In the SEASAP region, Austrade supported trade
missions, exhibitions, networking events, seminars
and other business matching events to build
opportunities for Australian businesses in key
industry sectors.
Demonstrating the growing importance of India
to Australian trade, Mr Crean visited Mumbai
and New Delhi in January 2008 on one of his first
overseas visits as Minister for Trade. In addition to
meeting with Indian Ministers and representatives
of Australian companies doing business in India,
Mr Crean opened the new Chancery building at
the Australian High Commission in New Delhi.
A delegation of Australian business women led by
Carla Zampatti visited India in January–February
2008 on the first business mission of its kind
to India. The Women Business Leaders Mission
to India was a joint initiative of two Austrade
programs – Women in Export and Utsav (Celebrate)
Australia. The delegation gained valuable insights
into the Indian market and met with counterpart
organisations and potential partners to discuss
commercial issues and growth opportunities.
Women Business Leaders with Sheila Dixshit, Chief Minister
of New Delhi.
As part of the Utsav Australia program, seminars
on doing business with Australia were held in
25 cities throughout India and the expertise
and capabilities of Australian exporters were
showcased on the Utsav Australia website
(www.utsavaustralia.in).
The Indian Minister for Civil Aviation, the Hon
Shri Praful Patel, visited Australia in May 2008 as
a Guest of Government. Austrade’s CEO hosted
a roundtable with Minister Patel for around 20
Australian businesses in the aviation industry to
explore opportunities in India.
Garry Mahlberg, Austrade Team Leader, Infrastructure and
Major Projects; the Hon Shri Praful Patel, Minister for Civil
Aviation; Peter O’Byrne, Austrade CEO and the Hon Sujan Chinoy,
Consul-General of India, NSW.
Austrade organised the national pavilion at
the ICT and telecommunications tradeshow
CommunicAsia 2008, held in Singapore in June
2008. Austrade provided briefings to all exhibitors
on opportunities in the ASEAN region and
organised a networking event.
37
Thales Air Systems’ success
in Singapore
Early in 2008, the Melbourne arm of
multinational Thales Air Systems secured
a $250 million contract from the Civil
Aviation Authority of Singapore for
the design, manufacture, installation,
maintenance and commissioning of the
Long Range Radar and Display System
III (LORADS III) at Changi International
Airport. The project will create 50–100
new jobs in Melbourne with continued
expansion expected. Austrade has
supported Thales in its efforts to win this
multi-million dollar project since late 2004,
making representations to the Singapore
Government and organising high-level
events to strengthen government-togovernment ties and understanding about
Thales’ credentials to deliver the project.
Singapore holds several large food and wine
exhibitions annually, including Food and Hotel Asia
in April and the Wine for Asia show in October.
The SEASAP and NEA regions supported the 144
Australian businesses attending Food and Hotel
Asia 2008. More than $30 million in exports was
generated for Australian businesses from the show,
which attracted almost 37,000 visitors. The Wine
for Asia show attracted more than 4,000 trade
professionals from around 21 countries. Austrade’s
pavilion was host to 66 wineries and three
distilleries – the largest contingent at the show.
In September 2007, Austrade and the Vietnam
Chamber of Commerce and Industry hosted
a networking lunch for the President of the
Socialist Republic of Vietnam, HE Nguyen Minh
Triet, visiting Sydney for APEC meetings. The
former Minister for Trade, the Hon Warren
Truss MP, hosted the event, which involved over
30 Australian businesses (including CEOs and
representatives of ASX200 companies) and more
than 60 Vietnamese businesspeople.
One of the largest Vietnamese business delegations
to visit Australia accompanied the President of the
National Assembly of Vietnam, Nguyen Phu Trong,
visiting as a guest of the Speaker of the House
of Representatives in March 2008. An Austrade
business networking breakfast in Sydney held as
part of this visit was attended by over 150 people.
In conjunction with the NSW Department of
State and Regional Development (DSRD) and with
the cooperation of the NSW Film and Television
Office, Austrade supported 12 NSW businesses
at the Asia Pacific Advertising Festival (ADFEST),
in Pattaya, Thailand in March 2008. ADFEST is the
largest gathering of producers, film-makers and
advertising agencies in the region and provides
opportunities for networking and partnering with
local providers in the industry, which services close
to 500 foreign film projects in Thailand annually.
The Deputy Prime Minister of Thailand attended
a promotion of Australian fashion, food and
beverages organised by Austrade on Australia Day
in Bangkok in February 2008.
In September 2007, business development
managers from across the region accompanied
buyers to Fine Food Australia in Sydney and to
other cities following the exhibition.
Austrade organised business networking events
for two high-level delegations from Vietnam in
2007–08.
At the Australia Day function were Austrade Business
Development Managers Sarakit and Kanitta; HE Suwit Khunkitti,
Deputy Prime Minister of Thailand and Minister of Industry;
Regional Director of the SEASAP region David Twine; and
Thipwadee, Austrade Business Development Manager.
38
Malaysia is positioning itself as a market leader in
halal production, branding and standards. For the
second year running, Austrade participated in the
Malaysia International Halal Showcase (MIHAS) in
May 2008. Three levels of Australian government
collaborated on the project, with Austrade’s stand
supported by Regional Development Victoria and
the Shire of Hume from suburban Melbourne.
OzMine 2008 held in Jakarta in February attracted
a large contingent of 53 Australian exporters,
including major mining companies and smaller
mining services suppliers. The associated
conference discussed proposed new laws and
regulations in Indonesia and presented a number
of recommendations to the Indonesian Minister
for Energy and Natural Resources.
Events promoting the education sector featured
strongly in the Indonesian program of activities
during the year. These activities served more
institutions from Australia than at any other
time since the Asian financial crisis, which augurs
well for the continuing growth of enrolments in
Australia. The Study in Australia exhibition held
in February 2008 was attended by 35 Australian
education providers from various sectors and
generated more than $44 million in export value.
The Governor of Guam, Felix Camacho, visited
Australia in February 2008 by invitation from
the Department of Foreign Affairs and Trade
to build relations with Australian businesses that
may play a role in Guam’s development.
As US military forces in Okinawa will be relocating
to Guam, Governor Camacho was interested
in visiting Australian desalination, solid waste
and power infrastructure. His program included
visits to Sydney, Melbourne, Cairns, Townsville
and Canberra.
The visits of Trade Minister Simon Crean to
Bali for the UN Climate Change Conference in
January 2008 and FTA discussions with ASEAN
Trade Ministers in May 2008 were extremely well
received. Austrade assisted with the organisation
of briefings, a reception and business roundtables
for the two visits.
Major in-store food promotions were conducted
in Indonesia throughout the year, including the
promotion of over 50 Australian suppliers at Hero
Supermarkets in April 2008; a month-long food
festival with seven SOGO Food Halls in Jakarta
and Surabaya which included over 400 Australian
brands in March–April 2008; and a promotion
with Sinar Supermarkets in Surabaya in April 2008
which featured some 40 Australian businesses.
These promotions were supported by retailer visits
to Australia to establish new supply channels.
Austrade staff from around the region assisted
40 Australian businesses attending the building
and construction exhibition at OzBuild 2007 in
Jakarta in August, an effective doubling of the
number of participants in the previous year,
resulting in well over $40 million in business
generated at the event.
39
In April 2008, Mr Crean travelled to Papua New
Guinea for the 18th Australia–Papua New Guinea
Ministerial Forum in Madang. Oil Search and
Exxon Mobil hosted the Minister’s visit to oil and
gas fields and sites for proposed LNG facilities in
the Southern Highlands. Other partners in the
project include Australian firms Santos and AGL.
Pictured with Huli warriors and their chief at the Hides Gas
Fields – following a traditional welcome – are Mr Crean and Port
Moresby Senior Trade Commissioner John Brand.
Export Market
Development Grants
for small to medium-sized businesses
The Export Market Development Grants (EMDG) scheme, administered by Austrade, encourages small
and medium-sized Australian businesses to develop export markets by reimbursing up to 50 per cent of
expenses incurred on eligible export promotion activities above a certain threshold. Table 2 shows that the
numbers of applicants and recipients in 2007–08 were higher than in the previous year.
Table 2: Performance measures and results for 2007–08a
Quantity – Number of EMDG applicants
Estimate
4,150
Actual
4,247
The number of applicants was higher than estimated and higher than in 2006–07 (3,813).
Quantity – Number of EMDG recipientsa
Estimate
3,840
Actual
3,933
The number of grant recipients was higher than the estimate and higher than in
2006–07 (3,548), reflecting strong demand and continued improvements in the quality
of grant applications.
Quantity – Number of first-time EMDG applicants
Estimate
1,245
Actual
1,379
The number of first-time applicants was higher than estimated, and higher than in
2006–07 (1,236), owing to increased demand for grants.
Quantity – Number of first-time EMDG recipientsa
Estimate
1,150
Actual
1,208
Cost
The number of first-time recipients was higher than the estimate and higher than in
2006–07 (1,120), reflecting strong demand and continued improvements in the quality
of grant applications.
$160.88m
Note:
a
relates mainly to the 2006–07 grant year, but there are some applicants and recipients from previous grant years.
40
Demand for the
EMDG scheme
The financial year 2007–08 saw exceptionally
strong demand for EMDG grants, following
changes to eligibility conditions applying to export
marketing expenditure incurred in the 2006–07
grant year. There were 4,247 grant applicants for
the 2006–07 grant year (Table 2), compared to
the 3,813 applicants for the 2005–06 grant year.
The number of first-time applicants was 1,379,
compared to 1,236 in the previous year.
Almost all grants are paid the year after applicants’
export promotion expenditure has been incurred
(the grant year), although in any financial year
there will be some additional grants relating to
previous grant years.
Table 3 shows that in 2007–08, a total of $150.3
million and 3,933 grants were paid to EMDG
recipients, an increase of 10.9 per cent in grant
numbers and 3.6 per cent in grant payments
compared to 2006–07. Of these grants, 55 (a total
of $2.9 million) were made under the special
approvals category to businesses such as industry
associations, trading houses and firms cooperating
in joint venture-style marketing arrangements.
The increase in grant recipients reflects the strong
demand for grants and an increase in the quality
of grant applications received.
Table 3: Payments to Export Market Development Grant recipients
Grant recipients
Value of grants
2006–07
2007–08
Variance
3,548
3,933a
10.9%
$145.1m
$150.3mb
3.6%
Notes:
a
includes 3,893 recipients for the 2006–07 grant year and 40 recipients from previous years
b
includes the value of grants for the 2006–07 grant year of $147.5 million plus the value of 40 grants from previous years and
supplementary payments to grant recipients from previous years. A total of $148.9 million was paid from the 2007–08 appropriation
and carryover grants amounting to $1.4 million were paid from earlier years’ appropriations.
Table 4 provides a profile of grants that were paid in 2007–08 to 2006–07 grant year applicants only,
allowing a comparison between the number of recipients and applicants relating to the same grant year.
A comparison with the previous year is also provided.
Table 4: Profile of EMDG applicants and recipients, by grant year
2005–06
2006–07
Variance
3,813
4,247
11.4%
1,236
1,379
11.6%
3,499
3,893
11.3%
1,094
1,189
8.7%
Value of grants
$141.5m
$147.5m
4.2%
Average grant
$40,445
$37,896
–6.3%
Median grant
$24,654
$29,793
20.8%
862
911
5.7%
$3.4b
$4.0b
17.6%
68,331
74,493
9.0%
Total grant applicants
first-time grant applicants
Total grant recipients
first-time grant recipients
Recipients from rural and regional areas
Value of exports generated by grant recipients
Employees of recipients
41
The average size of grants paid in 2007–08 to
2006–07 grant year applicants decreased owing to
the significant growth in grant demand, with the
resultant low second tranche payout factor of 24.4
cents in the dollar for grant year 2006–07 substantially
reducing grants above the initial payment ceiling
amount of $70,000. The average grant paid in
2007–08 was $37,896 (down 6.3 per cent) and the
median grant $29,793 (up 20.8 per cent).
The scheme continued to provide strong support
to regional and rural Australia, with 911 grants
(23 per cent) paid to rural and regional businesses
(up 5.7 per cent).
While a range of business types are supported by
the EMDG scheme, incorporated bodies are the
dominant category with 91 per cent of 2006–07
grant year recipients being companies (Table 5).
Table 5: EMDG recipients by business type, 2006–07 grant year
Number of
recipients
%
Total grants
paid ($m)
3,526
90.6
137.0
Partnership
143
3.7
4.4
Individual
138
3.5
2.3
Approved body
35
0.9
1.8
Cooperative
24
0.6
0.8
Approved joint venture
20
0.5
1.0
7
0.2
0.2
3,893
100.0
147.5
Business type
Company
Body corporate for a public purpose
Total
The scheme continues predominantly to assist small exporters, with 80 per cent of recipients reporting
annual income of $5 million or less (Figure 3), 74 per cent of recipients reporting fewer than 20 employees
(Figure 4) and 77 per cent of recipients reporting export earnings of $1 million or less (Figure 5).
Figure 3: EMDG recipients by annual income, 2006–07 grant year
Up to and incl. $0.5m (33.5%)
>$0.5m–$2m (28.3%)
>$2m–$5m (18.6%)
>$5m–$10m (10.0%)
>$10m–$20m (7.0%)
>$20m (2.6%)
Figure 4: EMDG recipients by number of employees, 2006–07 grant year
0 to 4 (35.6%)
5 to 19 (38.7%)
20 to 49 (16.5%)
50 to 99 (6.2%)
100+ (3.1%)
42
Figure 5: EMDG recipients by annual export earnings, 2006–07 grant year
Nil (19.4%)
Up to and incl. $1m (57.8%)
>$1m–$5m (18.3%)
>$5m–$10m (3.1%)
>$10m–$20m (1.2%)
>$20m (0.3%)
A breakdown of EMDG recipients by state and territory is shown in Table 6. Tasmania had the strongest
growth in grant recipients with an increase of 23 per cent over the previous year.
Table 6: EMDG recipients by state and territory, by grant year
State
2005–06 grant year
2006–07 grant year
Recipients
Payments ($m)
Recipients
Payments ($m)
1,162
54.7
1,348
57.0
VIC
896
36.0
1,030
39.1
QLD
600
18.4
601
19.9
SA
375
14.6
413
14.9
WA
341
14.0
370
12.7
TAS
53
1.2
65
1.5
NT
35
0.8
26
0.7
ACT
37
1.8
40
1.7
3,499
141.5
3,893
147.5
NSW
National
By broad industry classification, the majority
of EMDG recipients (61 per cent) were in
service industries with a further 36 per cent in
manufacturing and 3 per cent in the primary sector
(Figure 6). Tourism, education and culture, and
ICT services dominate within services recipients.
The principal market targeted by EMDG recipients
continued to be the United States (with 56 per cent
of all recipients paid grants for promotion activities
which included the United States), followed by
the United Kingdom, China, Singapore, Japan and
Germany (Figure 7).
43
The marketing visits expenditure category continued
to be the largest expenditure category as a
proportion of total assessed expenditure, followed
by overseas representation costs and advertising
(Figure 8).
Figure 6: EMDG recipients by industry, 2006–07 grant year (%)
25
20
15
10
5
0
Primary
Food &
Other
beverage
manufacturing
Primary
ICT
Manufacturing
Tourism Education Other
& culture services
Services
Figure 7: The top six countries targeted by EMDG recipients, 2006–07 grant year
2500
55.6%
2000
42.8%
1500
1000
22.1%
19.9%
16.9%
16.0%
Japan
Germany
500
0
United States United
of America Kingdom
China
Singapore
Note: recipients may promote to more than one country.
Figure 8: EMDG recipients by expenditure category, 2006–07 grant year ($m)
200
36.4%
150
22.1%
9.1%
Overseas
buyers
Marketing
visits
Marketing
consultants
Overseas
representatives
0.5%
Advertising
0.7%
0
3.6%
Promotional
events
5.6%
Product
samples
50
22.1%
Communications
100
44
Funding and legislative
changes
Total cash funding used by the scheme in 2007–08
was $159.2 million, including $2.3 million from
prior years. Of the funds appropriated in 2007–08,
$7.8 million, or 5 per cent, was spent
on administration of the scheme.
The EMDG scheme has been provided with an
appropriation of $150.4 million for 2008–09 in the
2008 federal Budget.
The Government committed an additional $50
million to the EMDG scheme in 2009–10.
The Government introduced legislative
amendments to the Export Market Development
Grants Act 1997 (EMDG Act) in June 2008 to apply
to eligible expenses incurred from 1 July 2008.
These changes revitalised the EMDG scheme by:
•
increasing the maximum grant by $50,000
to $200,000
•
allowing the costs of patenting products in
the international market to be treated as an
eligible export marketing activity
•
allowing approved regional not-for-profit
economic development bodies, including
tourism bodies, which promote Australian
exporters to access the scheme
•
lifting the maximum turnover limit from
$30 million to $50 million
•
cutting the minimum threshold of expenditure
by $5,000 to a $10,000 minimum
•
extending the limit on the number of grants
able to be received from seven to eight
•
replacing the list of eligible services provided
in Australia with a negative list, which means
all services will be considered eligible unless
otherwise specified.
GroundProbe explores
new opportunities
Innovative Brisbane-based company
GroundProbe develops and supplies unique
technologies for the mining and civil
infrastructure industries, including state-ofthe-art technology for monitoring the slope
stability of open-cut mine walls.
Slope Stability Radar (SSR) is the only system
in the world that provides continuous,
precise and real-time online measurement
of movements across the entire face of a
rock wall to detect potential collapses with
sufficient warning to allow the evacuation of
people and equipment. The company has sold
over 60 SSR systems throughout the world.
GroundProbe has received three EMDG grants
which have helped support representatives
in overseas markets and assist with site visits,
attendance at tradeshows and the production
of advertising material.
Lorraine Elsmore from GroundProbe said
‘The EMDG gave GroundProbe the ability to
mitigate the high risk that small companies
face when expanding internationally.
GroundProbe is grateful for the assistance
that the Australian Government has provided
through the EMDG program. The path to our
success would have been more arduous to
follow had we not received this support.’
GroundProbe’s export earnings are increasing
progressively with new opportunities in
North and South America, Africa and Asia.
A ‘Net Benefit to Australia Test’ was included as
a specific provision of the EMDG Act to apply in
grant years three to eight.
Lyle Bruce, CEO of GroundProbe, with Austrade Senior
Trade Commissioner in Johannesburg, Greg Hull, at
a product launch organised by Austrade at an Anglo
Platinum mine in Johannesburg in May 2008.
45
Communication and
promotional activity
Administrative performance,
risk and fraud control
During 2007–08, Austrade’s client communication
strategies focused on increasing awareness of
the legislative changes and of the scheme
generally, both nationally and within industries.
Austrade also continued to integrate the EMDG
scheme into other Austrade services through
joint promotional activities.
Austrade processed 98 per cent (4,146) of 2006–07
grant year applications within the 2007–08
year. This was similar to the previous year’s
performance of 99 per cent and was assisted by
Austrade’s ongoing strategy to encourage earlier
lodgement of applications. During the first quarter
of 2007–08, 10 per cent more applications were
lodged and 4 per cent more applications were
finalised compared to the first quarter of 2006–07.
Specific activities to improve client service and
promote the new rules included:
•
improved turnaround targets and continued
efforts to encourage EMDG applicants to lodge
applications earlier
While striving for faster turnaround and better
client service, Austrade maintained a strong focus
on risk management and fraud control.
•
workshops, seminars and individual
consultations to improve understanding of the
scheme, including eligibility and substantiation
requirements. During 2007–08, there were:
•
All applications were subject to appropriate
levels of audit scrutiny, on a risk-managed basis.
•
Claimed grant amounts were adjusted down by
a total of $33.9 million (16 per cent) as a result
of Austrade’s audit activities during the year.
•
A new model for profiling the risk of
over-claiming in EMDG applications, using
data mining software, was successfully
implemented from 1 July 2007 onwards.
•
Two people were successfully prosecuted
during the year for attempted fraud against
the EMDG scheme. At 30 June 2008, four
people were before the court for alleged fraud.
−−
154 EMDG coaching workshops with over
1,100 clients Australia wide
−−
168 individual consultations with potential
and existing applicants
−−
54 EMDG presentations at events, with
over 1,500 participants.
These efforts continue to increase the overlap
between clients using the EMDG scheme and
those using other Austrade services. For example,
of the 4,247 applicants who applied for an EMDG
grant in 2007–08, over 24 per cent were current
or past participants in Austrade’s New Exporter
Development Program (NEDP).
Emphasis was also given to ensuring that rural
and regional exporters were able to access EMDG
services. EMDG staff visited businesses in major
Australian regional areas and worked closely with
Export Hubs and TradeStart offices.
The Review of Export
Policies and Programs
During 2007–08, 132 of the applications processed
resulted in a request for an internal Austrade review
of the initial grant assessment, slightly down from
140 in the previous year. This appeal rate was less
than 3 per cent of applications processed.
Six appeals made by EMDG applicants to the
Administrative Appeals Tribunal (AAT) were
finalised during 2007–08, with four withdrawn
or settled prior to the hearing and two decided by
the AAT in Austrade’s favour. Two appeals were in
progress as at 30 June 2008.
The Review of Export Policies and Programs
brought forward the review of the EMDG scheme
scheduled for 2010 to 2008 to allow the review
team to examine the entirety of Australia’s export
programs. The review is scheduled to report at the
end of August 2008.
46
Community rescue service secures contracts in the UAE
CareFlight commenced operations in 1981 as
a regional helicopter rescue service based on
the Gold Coast with a single helicopter and
volunteer crews to assist with beach and surf
patrols as well as search and rescue activities.
All profits generated by CareFlight’s
international contracts are directed towards
funding its community helicopter services in
south-east Queensland.
CareFlight, a not-for-profit organisation,
now holds one of the largest public health
contracts in the Southern Hemisphere
supplying doctors to other air-medical retrieval
services throughout Queensland on behalf of
Queensland Health.
Having achieved success in the domestic
market, CareFlight began promoting their
expertise and services throughout Europe and
the Middle East and in 2007 won a lucrative
contact with a customer in the United Arab
Emirates. An EMDG grant helped CareFlight
participate in key trade fairs and provided
assistance with the production of literature
and advertising for these events.
‘The EMDG grant was used to aid CareFlight
executives promote our product directly to
potential customers during a visit to the
UAE late last year,’ said Paul Regli, General
Manager of CareFlight Safety Services. ‘Such
financial support is greatly appreciated
and has certainly paid off with CareFlight
Safety Services securing several UAE training
contracts since the visit.’
47
Government advice
and coordination
Austrade provides advice to the Australian Government on Australia’s export and investment activities.
Table 7 shows there was a rise in the number of briefs, submissions and other Ministerials provided to
Ministers, the Parliament and public sector agencies in 2007–08.
Table 7: Performance measures and results for 2007–08
Quality – Minister’s satisfaction
Target
Satisfactory
The Minister for Trade’s degree of satisfaction with Austrade’s performance
is reported on page 49.
Quantity – Number of briefs provided to Ministers, Parliament, public sector agencies
Estimate
450
Actual
559
The number of briefs, submissions and other Ministerials provided to Ministers,
the Parliament and public sector agencies exceeded the target owing to a rise
in correspondence relating to the Export Market Development Grant scheme.
The figure compared to 373 in 2006–07.
Quantity – Percentage of material prepared within agreed timeframes
Target
100%
Actual
90%
Cost
The percentage of briefs, submissions and other Ministerials that met the
agreed timeframe was lower than the target, and lower than the previous year
(95%), reflecting the rise in the volume of material received.
$6.2m
48
Accountability to Parliament
Austrade reports to the Minister for Trade. In the
reporting period prior to the federal election this
was the Hon Warren Truss MP. The Hon Simon
Crean MP was sworn in as Minister for Trade on
3 December 2007. As part of its response to the
election of a new Government, Austrade provided
comprehensive incoming government briefs to the
Minister for Trade and Parliamentary Secretary to
the Minister for Trade, the Hon John Murphy MP.
Austrade takes account of Parliament, other
Ministers, central agencies such as the Department
of Finance and Deregulation (Finance), external
review bodies such as the Australian National
Audit Office (ANAO), international treaties, clients,
the public and its employees. Austrade liaises
closely with the Department of Foreign Affairs
and Trade (DFAT), AusAID and the Export Finance
and Insurance Corporation (EFIC) within the
Foreign Affairs and Trade portfolio, as well as other
departments such as the Department of Innovation,
Industry, Science and Research (DIISR) and the
Department of Resources, Energy and Tourism (RET).
Support to Ministers
Austrade provided support for significant
Ministerial visits to overseas markets during the
year, including the visits of the Prime Minister, the
Hon Kevin Rudd MP, to China (April 2008), Japan
(June 2008) and the United States (March–April
2008); Mr Crean to Indonesia (January and May
2008), India (January 2008), Japan (January 2008),
the United States (January–February and June
2008) and Papua New Guinea (April 2008); the Hon
Senator Kim Carr, Minister for Innovation, Industry,
Science and Research, to the United States (June
2008); and the former Minister for Trade, the Hon
Warren Truss MP, to New Zealand (July 2007).
In April 2008, Austrade coordinated the visit to
Chile, Brazil and Argentina by the Parliamentary
Secretary to the Minister for Trade. In Chile, Mr
Murphy attended Expomin, the world’s second
largest mining industry trade show, where he
opened the Australian stand with the Chilean
Mining Minister, Santiago Gonzalez. During the visit
he met with Australian and local businesses, as well
as government officials, to discuss business and
investment opportunities in the region and some of
the challenges faced by Australian companies.
49
The Minister for Trade and the Parliamentary
Secretary attended a number of Austrade
functions, including events related to the
Australian Export Awards and Business Club
Australia, during the year. Austrade also worked
with federal, state and territory Parliamentarians
to raise community awareness of trade and
investment in their electorates.
Mr Murphy, pictured above with Australian Ambassador to
Brazil, Neil Mules AO, opened the Austrade-managed
Consulate-General in Sao Paulo during his visit to Latin
America in April 2008.
Austrade’s performance
The quality of two outputs provided by Austrade –
Government advice and coordination and
Awareness raising activities – are measured by
the Minister’s satisfaction.
The Minister, in his Statement of Expectations,
requires Austrade to keep him fully informed about
its activities and plans, including community
awareness initiatives, and to comply with
legislative, regulatory, parliamentary and ministerial
requirements in a timely manner.
In general, in 2007–08 Austrade met the Minister’s
requirements and is focusing on improving further
the quality and timeliness of its advice and the
achievement of key activities.
Parliamentary Reception
In June 2008, Austrade hosted an
Australian Export Awards Parliamentary
Reception featuring 14 companies,
including national award winners
from 2007 and ACT national finalists.
The reception, held in the Mural Hall
of Parliament House in Canberra,
provided the opportunity for companies
to showcase their goods and services
to Parliamentarians and helped increase
awareness of the role Austrade
plays in export development and
international business.
Dr Chris Roberts, CEO of Exporter of the
Year Cochlear, Mr Crean and Mr Murphy
addressed the over 100 Parliamentarians and
Parliamentary staff who attended the event.
Austrade CEO Peter O’Byrne, Mr Crean and Dr Chris
Roberts, CEO of Cochlear, at the Parliamentary Reception.
Contribution to trade
and industry policy
In 2007–08, Austrade contributed to trade policy
through a number of mechanisms. Austrade
provided timely information and advice about
markets overseas, including advising DFAT about
trade-distorting policies, market-access barriers
and investment restrictions encountered by
Australian businesses and providing feedback
on the impact of multilateral and bilateral trade
agreements. Austrade continued to promote the
opportunities and benefits to Australian exporters
of Australia’s existing free trade agreements with
New Zealand, Singapore, Thailand and the United
States, and provided input into discussions on
agreements under negotiation.
Austrade consulted with state and territory
governments on trade and investment issues, in
particular through meetings of the Senior Trade
Officials Group (STOG) held in August 2007,
February 2008 and April 2008. In March 2008, the
National Trade Consultations (NTC) meeting was
elevated to a Council of Australian Governments
(COAG) Ministerial Council and will now operate
as the Ministerial Council for International Trade
(MCIT). The Standing Committee of Officials (SCO),
replacing the STOG, will provide support to the
MCIT. Austrade will continue to contribute to, and
participate in, the MCIT process to help facilitate
the exchange of information and cooperation on
trade and related issues.
Responding to a recommendation by the APEC
Steering Committee on Ecotech (Economic and
Technical Cooperation) during the first half of
2007, Austrade worked closely with the then
Department of Industry, Tourism and Resources
(DITR) to incorporate the Working Group on
Trade Promotion (WGTP) into the Small and
Medium Enterprises Working Group (SMEWG).
Austrade participated in the inaugural meeting of
the merged group which was held in Indonesia in
September 2007.
Michael Connolly from Unistraw, one of the
14 companies at the Australian Export Awards
Parliamentary Reception.
50
Austrade participated in several events during
the APEC Economic Leaders Meeting (AELM) in
Sydney on 2–9 September 2007, in particular
the APEC Business Summit on 6–7 September.
In collaboration with DFAT, the Department of
the Prime Minister and Cabinet (PM&C) and the
former Invest Australia, Austrade organised events,
business matching and networking opportunities
in connection with the summit and the business
delegations accompanying APEC leaders.
Parliamentary inquiries
and briefings
•
the Senate Foreign Affairs, Defence and Trade
Legislation Committee’s consideration of
2007–08 additional estimates and 2008–09
Budget estimates
Austrade assisted with more than 60 high-level
business matching activities during the AELM,
including events to profile business opportunities
in Russia and Vietnam.
•
the Joint Standing Committee on Foreign
Affairs, Defence and Trade inquiry into
Australia’s trade with Mexico and the region
•
the Joint Standing Committee on Foreign
Affairs, Defence and Trade inquiry into
Australia’s relationship with India as an
emerging world power
•
briefings to the Trade Sub-Committee of the
Joint Standing Committee on Foreign Affairs,
Defence and Trade on Australia’s trade and
commercial activities in markets in Europe,
North Africa, the Middle East, North East Asia,
South East Asia and the United States
•
the House of Representatives Standing
Committee on Economics, Finance and
Public Administration inquiry into the current
and future directions of Australia’s services
export sector
•
the House of Representatives Standing
Committee on Economics, Finance and
Public Administration inquiry into
Australia’s manufactured export and import
competing base.
Other APEC events in which Austrade was involved
included the APEC Business Advisory Council
(ABAC) Small and Medium Enterprise Summit,
a reception held by the NSW Department of
State and Regional Development (DSRD) and
the University of Melbourne AsiaLink APEC
2020 Forum.
Response to
Government reviews
Austrade is represented on the Secretariat
supporting the Review of Export Policies and
Programs. The review will make recommendations
to promote exports and investment flows,
develop export capacity and enhance Australia’s
international competitiveness. The final report
will be provided to the Minister for Trade by 31
August 2008. Austrade also made a formal public
submission to the review. This submission is
available at www.dfat.gov.au/trade/export_review.
In 2007–08, Austrade responded to various
Parliamentary committees, including:
Austrade provided input to a number of other
Australian Government reviews that will have an
influence on trade, including the Review of the
National Innovation System.
In partnership with industry, Austrade worked
with the Department of Innovation, Industry,
Science and Research (DIISR), formerly DITR, to
facilitate international opportunities for Australian
business through the Global Opportunities
program. On 1 July 2008, responsibility for
delivering a streamlined Global Opportunities
program was transferred to Austrade.
51
Awareness raising
Austrade promotes community commitment to trade and investment, understanding of the Australian
Government’s export assistance programs and a positive business image of Australia overseas. Community
awareness of the importance of Austrade’s trade and international business facilitation activities
continues to rise (Table 8).
Quality – Minister’s satisfaction
Target
Satisfactory
The Minister for Trade’s degree of satisfaction with Austrade’s performance
is reported on page 49.
Quantity – Proportion of Australians who believe exports made a contribution to the economy
Estimate
80%
Actual
82%
The proportion of Australians who believed exports made a major contribution
to the economy remains high, at 82%, compared to 81% in 2006–07.
Quantity – Community awareness of the importance of the Government’s trade and international business
facilitation activities through Austrade
Target
75%
Actual
69%
Cost
Community awareness of the importance of Austrade’s trade and international
business facilitation activities was lower than the target, but higher than the 65%
recorded in 2006–07.
$12.4m
52
Promoting the benefits of
trade and investment
Austrade’s integrated marketing and
communications strategies in 2007–08 employed
media engagement, e-business, major events,
education programs and marketing campaigns to
promote established and emerging export markets,
canvass important issues for exporters and
advocate Austrade’s core programs and initiatives.
The annual community awareness survey
conducted by Newspoll in May 2008 revealed that
the proportion of Australians who believed exports
made a major contribution to the economy
remained high, at 82 per cent (compared to 81 per
cent in 2006–07). When prompted, awareness of
Austrade was at 79 per cent, in comparison to 80
per cent last year. Community awareness of the
importance of the Australian Government’s trade
and international business facilitation activities
through Austrade had increased to 69 per cent
from the 65 per cent registered in 2006–07.
Austrade’s awareness-raising activities generated
4,652 positive mentions in metropolitan, regional
and specialty media across Australia, compared
to 4,662 in 2006–07, while the quality of media
impact, as measured by editorial rating points, was
2,413,859 points, compared to 1,614,045 in 2006–
07 – a 50 per cent increase. This measure accounts
for the relative weighting of media coverage by
audience size and reach and shows that trade and
investment stories had a greater impact in the
media in 2007–08.
There were a number of high-profile Austrade
events and initiatives in 2007–08 that attracted
media coverage.
Media coverage in 2008 of Austrade’s first
Women Business Leaders Mission to India focused
attention on an important emerging market and
linked two Austrade initiatives, Women in Export
and Utsav (Celebrate) Australia. Similarly, there
was media coverage of an AFL match facilitated
by Austrade in Abu Dhabi. The event promoted
the export potential of the Middle East, raised the
profile of businesses involved in the event, and
highlighted the potential for using sporting events
as a platform for generating business. Austrade
involved state governments, industry allies and
private sectors partners in the event.
53
Sydney’s hosting of the APEC Leaders Week in
September 2007 provided unique opportunities
for Austrade to showcase the benefits of trade
and investment with APEC economies. Significant
media publicity was generated around events
organised for a business delegation that
accompanied Vladimir Putin, the first Russian head
of state to visit Australia, and a function hosted for
the President of Vietnam, Nguyen Minh Triet.
In conjunction with several state and federal
government agencies, Austrade also provided
a physical ‘Brand Australia’ presence, which
included a delegate lounge in the APEC
International Media Centre. This allowed those
agencies involved to promote exports, tourism
and investment in Australia.
Austrade contributed to the Australian
Government publication Women in Trade:
A handbook for women going global, produced to
assist women become successful in exporting.
The publication was launched at the opening of
the APEC Women Leaders Network meeting.
Austrade Chief Economist Tim Harcourt plays a
significant role in raising awareness of issues of
relevance to exporters through articles, media
interviews, speeches and books. Mr Harcourt
updated his 2005 book Beyond Our Shores: Essays
on Australia and the Global Economy: 1999–2004.
The book Going the Distance: Essays on Australia
and the Global Economy: 2004–2008, will be
launched in August 2008 through a Business Club
Australia event at the Beijing Olympics. During the
year he published The Airport Economist, which
was launched by the Deputy Prime Minister, the
Hon Julia Gillard MP, in Sydney in June 2008.
Promoting core programs – including the
Export Market Development Grant scheme,
the New Exporter Development Program and
TradeStart Network, Women in Export, the
Australian Export Awards, Business Club Australia
and the Exporting for the Future program –
continued to be an integral part of Austrade’s
awareness-raising activities.
The agreement Austrade has with Tourism
Australia to use its Brand Australia livery at all
overseas events ensured that a consistent image
was given of Australia abroad.
Business Club Australia
Business Club Australia (BCA) utilises the world
attention generated by major international
sporting events to provide a platform to advance
business opportunities for Australian businesses.
BCA was Australia’s official international business
program for the Rugby World Cup 2007, held in
September–October in France and Wales. BCA
seminars and networking events were held in
Montpellier, Marseille, Cardiff, Bordeaux and Paris
in the lead-up to and during the tournament. The
events coincided with key Wallaby fixtures and
attracted high-profile corporate, diplomatic, media
and sporting representatives from Australia and
around the world. A number of business deals in
the sports, rail, medical, biotechnology, and food
and beverages sectors arose as a result of business
participation in the BCA program.
An Austrade-led mission of 15 Australian medical
and health businesses also attended matches,
functions and business meetings across France and
Wales, attracting expressions of interest from buyers.
Another high-profile BCA program during the
period was held in association with the Victoria
Racing Club for the 2007 Melbourne Cup Carnival.
Networking events were held in Los Angeles,
Tokyo, Dublin, London, Dubai and Auckland to raise
the profile of the Melbourne Cup Carnival and
international businesspeople attending the event
were matched with Australian businesses in the
same industries.
Victoria Racing Club Deputy Chief Executive Sue Lloyd Williams
and entertainer Carson Kressley raise the profile of the Melbourne
Cup and Australian companies based in Los Angeles at the
2007 Emirates Melbourne Cup Dinner in 2007 – one of several
international events promoting the Melbourne Cup BCA program.
BCA was endorsed by the Australian Olympic
Committee as Australia’s official international
business program for the Beijing Olympic Games
in August 2008. The BCA Beijing 2008 program will
include targeted business matching at sporting
activities and business events at the Hilton Hotel
in Beijing. During the year, Austrade convened a
roundtable of senior business executives, chaired
by Macquarie Bank chairman David Clarke AO,
to provide high-level advice and guidance to
the program, secure support from all levels of
government, and gain top-tier corporate backing.
BCA has delivered $1.7 billion in business deals
from the program’s inception for the Sydney 2000
Olympic Games to the 2006 Commonwealth Games
program in Melbourne. Further business deals are
expected from the Melbourne Cup, 2007 Rugby
World Cup and Beijing Olympic Games programs.
54
Australian Export Awards
The Australian Export Awards, co-presented
by Austrade and the Australian Chamber of
Commerce and Industry (ACCI), recognise the
achievements of Australia’s top exporters.
The awards are an example of strong cooperation
among federal, state and territory governments
to encourage the growth of Australia’s exports.
Each state and territory runs its own awards
program and the state winners of selected
categories progress to be finalists in the
national awards.
Over 500 businesspeople attended the 45th
awards in Brisbane in November 2007. NSW-based
Cochlear, a global leader in the manufacture
of hearing implants, won the Large Advanced
Manufacturer Award and was also named DHL
Australian Exporter of the Year.
The Minister for Trade, the Hon Simon Crean MP,
launched the 2008 Australian Export Awards in
Adelaide in May 2008, in conjunction with the
Business SA Export Awards. The state and territory
winners of each of the 13 categories will progress
as national finalists to the 2008 Australian
Export Awards, to be presented in December 2008.
The Australian Exporter of the Year Award will
be renamed the Prime Minister’s Exporter of the
Year Award.
The 2007 winners of each category were:
•
2007 DHL Australian Exporter of the Year
Award – Cochlear Limited (NSW)
•
Australian Chamber of Commerce and Industry
– Agribusiness – Boundary Bend Limited (VIC)
•
Austrade – Arts, Entertainment and Design –
Imagination Entertainment (SA)
•
Tradestart – Education – Flight Training
Adelaide Pty Ltd (SA)
•
AusIndustry – Emerging Exporter –
Unistraw International Limited (NSW)
•
Ernst and Young – Information and
Communication Technology –
Bravura Solutions Limited (NSW)
•
Caterpillar – Australian-Made Large Advanced
Manufacturer – Cochlear Limited (NSW)
•
Minerals Council of Australia – Minerals and
Energy – GMA Garnet Pty Ltd (WA)
•
Australian Business International Trade
Services – Regional Exporter – Russell Mineral
Equipment Pty Ltd (QLD)
•
Export Finance and Insurance Corporation –
Services – Macquarie Bank Limited (NSW)
•
CPA Australia Limited – Small Business –
Callidan Instruments (QLD)
•
Commonwealth Bank – Small to Medium
Manufacturer – Liferaft Systems Australia Pty
Ltd (TAS)
•
Accor Sports, Events and Tourism Award –
BridgeClimb, Sydney (NSW)
Mr Crean launching the 2008 Australian Export Awards in
Adelaide in May 2008.
55
Austrade’s web presence
Exporting for the Future
A significant step forward in Austrade’s web
presence occurred in 2007–08 when site
membership became an added service.
The Exporting for the Future program provides
educators with practical classroom teaching
resources and professional training to help them
teach courses relating to international business
and globalisation.
Users of Austrade’s website who become site
members are able to set preferences according
to markets and industries of interest. This has
enabled the delivery of targeted online services,
including content and event alerts, training
modules and blogs and forums.
Other enhancements to the site included content
sharing with other sites, advanced search
capability, PDF conversion for any page of content,
videos and podcasts.
There were approximately 1.8 million visits to
Austrade’s website in 2007–08. A move to more
accurate reporting software has meant a decline
from the 2 million visits recorded last year.
In 2008, Austrade developed Global Connections,
a multimedia kit containing an activities book
and an animated cartoon to introduce students
to various aspects of globalisation. The kit was
sent to 3,000 primary and junior secondary school
teachers in May.
Video and audio clips streamed from the
Austrade Student Centre site,
www.austrade.gov.au/studentcentre, provide
information about international business issues
and opportunities in overseas markets for
students and businesspeople.
Students from Griffith University won the 2007
competition to prepare an export plan for local
small and medium-sized enterprises that have
not yet exported. A number of university and TAFE
educators have incorporated the competition into
their assessment programs.
A total of 573 educators
participated in 18
‘train-the-trainer’
seminars in 2007–08.
Site membership became an added feature of Austrade’s
website in 2007–08.
56
services in specific locations overseas
Consular, passport and
immigration services
Austrade aims to deliver comprehensive, responsive and high-quality consular and passport services
in specific locations overseas. There was a rise in the consular workload in 2007–08 (Table 9).
Quality – Client satisfaction (DFAT and DIAC)
Target
Satisfactory
Actual
Satisfactory
The Department of Foreign Affairs and Trade (DFAT) and the Department of
Immigration and Citizenship (DIAC) continued to be satisfied with Austrade’s services.
Quantity – Number of travel documents issued
Estimate
1,000
Actual
1,075
The number of travel documents issued was higher than in 2006–07 (968) and higher
than estimated.
Quantity – Number of notarial acts
Estimate
5,600
Actual
9,493
The number of notarial acts witnessed was higher than in 2006–07 (8,145) and higher
than estimated.
Quantity – Number of Australians assisted overseas (not receiving travel documents or notarial acts)
Estimate
37,000
Actual
71,585
There were 1,064 consular cases and 70,521 consular enquiries during the year, a
significant rise from the previous year (637 and 52,894, respectively).
Quantity – Number of visa applications received
Estimate
56,000
Actual
51,562
Cost
$12.4m
57
The number of visa applications received on behalf of DIAC was higher than in
2006–07 (46,861), but lower than estimated.
Austrade-managed
consulates
Visa services
In 21 overseas locations, Austrade operates
consulates and honorary consulates for the
Australian Government, providing a range of
functions on behalf of DFAT including consular
assistance, passport services, notarial acts, medical
evacuations, prison visits, and general advice and
assistance to Australians overseas.
Table 10 shows the 17 consulates and 4 honorary
consulates managed by Austrade as at 30 June 2008.
In addition to delivering consular and passport
services, the Austrade-managed posts in
Auckland and Dubai also support the delivery of
immigration (visa) services in conjunction with
DIAC. In 2007–08, the number of visa applications
received at Austrade posts was 51,562.
Table 10: Consulates and honorary consulates
managed by Austrade as at 30 June 2008
Consulates
Honorary consulates
Austrade staff in these consulates work closely with
Australian Embassies and High Commissions in
their region and with the DFAT Consular Operations
and Passport Operations branches in Canberra,
particularly when dealing with complex cases.
Atlanta
Bucharest
Auckland
Prague
Chennai
Vancouver
In 2007–08, the number of Australians that
Austrade assisted overseas was 71,585, which
was significantly more than the number assisted
in 2006–07 (53,531). The number of notarial acts
performed increased to 9,493, compared to 8,145
the previous year. The number of passport interviews
completed in 2007–08 was 12,899, which was 505
more than the previous year (12,394).
Dubai
Vladivostok
Austrade-managed consulates also advance
foreign and trade policy goals to achieve
whole-of-government outcomes in close
consultation with DFAT. Posts managed by
Austrade host other Australian Government
agencies overseas, liaise with business, support
state and territory governments and host
Ministerial and Parliamentary delegations.
Milan
Enhancing consular
assistance to Australians
Sao Paulo
The 2006–07 federal Budget provided additional
funding to enable Austrade to manage increasing
volumes of consular casework and strengthen
its capacity to assist Australians overseas and
respond to emergencies.
Toronto
Frankfurt
Fukuoka
Istanbul
Lima
Mumbai
Nagoya
Osaka
San Francisco
Sapporo
Tripoli
During 2007–08, measures have been
implemented to:
•
enhance consular contingency planning and
crisis response capabilities
•
deliver additional training support for consular
staff, with around one-quarter of Austrade
consular staff receiving either consular or
passport training in 2007–08.
58
Output performance
figure 9: Number of clients aCHIEVING
EXPORT SUCCESS
Since 2003–04, the number of Australian
businesses Austrade has directly assisted to
achieve export success has grown at an average
annual rate of 12%, from 3,315 to 5,301.
5,098
1,996
2,041
2005–06
1,717
1,777
2004–05
2005–06
2006–07
2007–08
3,321
3,421
3,260
2005–06
2006–07
2007–08
$22.4b
$23.1b
2006–07
2007–08
figure 11: Number of established exporters
2,641
2,122
2003–04
2004–05
figure 12: Dollar value of export successes ($b)
$18.4b
$18.4b
2004–05
2005–06
$13.5b
2003–04
59
2007–08
2004–05
1,193
2003–04
The dollar value of export successes achieved by
Austrade clients has risen from $13.5b in 2003–04
to $23.1b in 2007–08.
2006–07
3,315
Figure 10: Number of new and
irregular exporters
The number of established exporters achieving
export success with Austrade’s assistance has
risen from 2,122 in 2003–04 to 3,260 in 2007–08.
5,301
4,358
2003–04
The number of new and irregular exporters who
have achieved export success with Austrade’s
assistance has grown from 1,193 in 2003–04
to 2,041 in 2007–08.
5,417
figure 13: Number of clients achieving outward
investment success
Since 2003–04, the number of Australian
businesses Austrade has assisted to achieve
outward investment success has grown from
132 to 219, an average of 13% per annum.
219
183
161
162
2004–05
2005–06
132
2003–04
$2.9b
$2.8b
$1.6b
$1.1b
2003–04
2004–05
2005–06
2006–07
2007–08
1,648
figure 15: Number of businesses achieving export
success via corporate alliances
Since the Corporate Partnership program began
in 2004–05, the number of businesses achieving
export success through this program has risen
from 263 to 1,648.
2007–08
$3.3b
figure 14: Dollar value of outward investment
successes ($b)
The dollar value of outward investment success
achieved by Austrade clients in 2007–08 was
$2.8b, which was more than double the figure
achieved in 2003–04 ($1.1b).
2006–07
668
601
263
2004–05
2005–06
2006–07
2007–08
91%
figure 16: Client satisfaction with
Austrade’s services
89%
Client satisfaction with Austrade’s services
has been consistently high, standing at 91%
in 2007–08.
2003–04
89%
88%
88%
2004–05
2005–06
2006–07
2007–08
60
61
Part 3
Management and
accountability
Accountability and management of resources
63
63
External scrutiny
67
Management of human resources
68
Financial management and business assurance
73
Accountability and
management of resources
Austrade has maintained a robust governance
and management framework that enables
the effective and efficient management of
resources to achieve the objectives set down by
Government. It comprises a corporate governance
framework led by the Chief Executive Officer (CEO)
and supported through the Senior Executive, a
range of committees, corporate and operational
planning, and internal control systems. Austrade’s
operational and corporate areas work to ensure
the effective operation of the framework through
planning processes, effective human resource and
financial management practices, and business
assurance processes.
Austrade’s corporate governance framework sets
out the legislative and administrative structure
within which Austrade operates and the risk
management and internal control systems of
the organisation. The framework promotes best
practice and delivers assurance to the CEO and
external stakeholders of Austrade’s accountability.
The CEO has overall responsibility for the
management of Austrade and reports directly to
the Minister for Trade. The functions and duties
of the CEO are established through the Australian
Trade Commission Act 1985 (as amended) and the
annual Statement of Expectations issued by the
Minister for Trade. Peter O’Byrne was reappointed
as CEO on 1 June 2007.
Deputy Chief Executive Officer
The Deputy CEO assists the CEO to discharge a
broad range of responsibilities so that the CEO
is able to focus appropriate time on key strategic
and operational issues. Peter Yuile commenced as
Deputy CEO and Executive Director, Government
and Corporate Services on 30 April 2007. This
dual position reflects the significance of key
relationships, particularly with the Minister and the
Department of Foreign Affairs and Trade.
Austrade is a prescribed agency subject to the
Financial Management and Accountability Act
1997 and the Public Service Act 1999 and is part
of the Foreign Affairs and Trade portfolio. Austrade
has an executive management structure headed
by the CEO. The Minister for Trade may give the
CEO directions with respect to the performance of
his or her functions and the exercise of powers.
No Ministerial directions were issued in 2007–08.
63
The Executive
Back row: Peter Yuile, Ian Wing, Marcia Kimball, Grame Barty, David Twine, David Crook and Laurie Smith. Front row: Hazel Bennett,
Peter O’Byrne and Pat Evans.
Table 11: Executive Group
Title/position
Name
Peter O’Byrne
Deputy CEO and Executive Director, Government and Corporate Services
Peter Yuile
Executive Director, Finance, Information and Planning
Hazel Bennett
Executive Director, Export and Investment Services (previously Exporter Services)
Pat Evans
Executive Director, Human Resources
Marcia Kimball
Regional Director, Americas
Grame Barty (from May 2008)
Sally-Ann Watts
(acting January–May 2008)
Ian Wing (to January 2008)
Regional Director, Europe, Middle East and Africa
Ian Wing (from January 2008)
Leith Doody (acting to January 2008)
Regional Director, North East Asia
Laurie Smith
Regional Director, South East Asia, South Asia and the Pacific
David Twine
Corporate Secretary
David Crook (from July 2007)
Stefan Trofimovs (to July 2007)
64
Corporate planning
Austrade’s corporate planning framework
includes the corporate plan, the operational
plan, divisional business plans and individual
performance plans. The corporate plan describes
Austrade’s roles and responsibilities and outlines
Austrade’s plans for the period, including the
outcomes, outputs, objectives and priorities
agreed with Government. The annual operational
plan summarises the delivery plans of each
operating and enabling division.
Planning and budgeting processes include
the examination of emerging business trends,
benchmarking against other trade promotion
organisations and research and analysis to
support the CEO and the Executive Group in
ensuring programs and services are aligned
with Government priorities and opportunities in
the global economy. Austrade has a framework
of performance outcomes and undertakes
performance analysis to identify areas for
performance improvement. Corporate initiatives
are designed and delivered to enhance business
processes, practices and systems.
Management committees
Austrade has three executive-level management
committees reporting to the CEO. In addition,
members of the Executive Group chair three
other committees to inform the operations of
the CEO and the Executive as well as to support
consultation and communication with staff.
Table 12: Management committees
Committee
Role and activities
Composition at 30 June 2008
Executive Group
Considers key management issues, strategic
priorities and a wide range of corporate policy and
operational issues.
The CEO (chair); Deputy CEO;
Executive Director, Finance,
Information and Planning; Executive
Director, Export and Investment
Services; Executive Director, Human
Resources; the Regional Directors;
and the Corporate Secretary.
Assists the CEO on policy, management and
accountability matters. Monitors the status of key
projects and considers performance reports against
budget and key performance indicators.
The CEO (chair); Deputy CEO;
Information and Planning; Executive
Director, Export and Investment
Services; Regional Director, NEA;
Executive Director, Human Resources.
Considers governance arrangements and provides
independent advice and assurance to the CEO on risk
management, compliance and external accountability.
In the reporting period, the Committee convened
on six occasions and considered other matters
intersessionally as required.
Independent members David Morgan
(chair) and David Lawler; Deputy
CEO; Regional Director, SEASAP.
Workplace Relations
Committee
A consultative committee on workplace relations,
occupational health and safety issues and learning
and development.
Executive Director, Human Resources
(chair); management and staff
representatives.
Business Advisory
Group
Oversees business improvement initiatives, including
client and customer relationship management, ally
management, planning and promotions, records
management and web-based servicing.
Information and Planning
(chair); management and staff
representatives.
Security Advisory
Group
Provides advice on the management of security
issues, including security policy, planning and risk
management. Also considers specific security issues
in business units and overseas offices.
Executive Director, Government
and Corporate Services (chair);
management and staff
representatives.
(meets fortnightly
by video/
teleconference)
CEO Management
Board
(meets monthly and
as required by video/
teleconference)
Audit and Risk
Committee
(meets up to seven
times a year)
65
Austrade’s governance arrangements ensure
effective decision making and communication
of corporate governance and organisational
priorities. Methods of communicating corporate
information to staff include:
•
•
•
•
•
•
•
CEO messages
Executive Director messages
briefings by line managers
Austrade’s intranet
•
strategies to mitigate IT-related risks
and infrastructure
•
engagement with corporate partners, allies
and third parties
•
issues concerning labour laws in the countries
in which Austrade operates
•
advice to clients about their legal and
ethical obligations
•
activities to promote and instil ethical conduct
and APS values
•
administration of the Export Market
Development Grant (EMDG) scheme, including
the identification and management of fraud.
weekly e-zine – Global News
quarterly staff magazine
presentations to staff.
Risk management
Internal controls
Austrade is committed to minimising the
exposure of risk to clients, stakeholders, employees
and assets through effective risk-management
principles and practices.
Austrade recognises that no cost-effective
internal control system can preclude all
errors and irregularities. A key objective of
Austrade’s management approach is to promote
strong awareness among staff of policies,
procedures and controls and any risk involved
in undertaking activities.
The Chief Executive Instructions and Austrade’s
Corporate Governance Framework outline
risk-management policies and practices, the
responsibilities of staff, and organisational
standards for managing risk and achieving the
objectives set by Government.
The Enterprise Risk Management Plan identifies
the risks that may impact on Austrade’s ability to
achieve its objectives and priorities and includes
actions and enhancements to mitigate risks.
During 2007–08, the Audit and Risk Committee
closely monitored the implementation of these
actions and specific projects that posed a
greater degree of risk. Activities reviewed by the
committee included:
•
initiatives to enhance service delivery and align
policy and direction to Government priorities,
including the Journey to Export and International
Business project and the establishment of new
key performance measures
•
security-related activities, including upgrades,
to decrease the level of risk to Austrade’s
overseas posts and Australian offices
•
records management priorities and strategies
and the protection of Austrade’s intellectual
property and intellectual capital
The main features of Austrade’s internal control
framework are:
•
policies and procedures (including Chief
Executive Instructions) that support
compliance with legislative and administrative
requirements
•
a positive compliance and management
environment supported by an effective
schedule of delegations
•
•
an effective internal audit function
•
Australian Public Service (APS) and Austrade
values and codes of conduct
•
monitoring controls through effective planning
at the corporate, operational and business unit
level; reviews of business units; and ongoing
budget management
•
accountability mechanisms, including
reports, reviews and individual performance
management arrangements.
an effective risk-management framework,
including fraud control, risk management
plans and contingency plans
66
Mandatory training for all staff on corporate
governance arrangements took place during the
reporting period. Training encompassed changes
to policy or legislation, including the financial
management framework and delegations;
procurement and legal services; and the APS
values and code of conduct.
Fraud control
Austrade maintains fraud prevention, detection,
investigation and reporting procedures
and processes that are compliant with the
Commonwealth Fraud Control Guidelines 2002.
A Fraud Control Plan, effective from 2007 to 2009,
has been endorsed by the Audit and Risk Committee.
The plan is consistent with AS4360:2004 Risk
Management and AS8001:2003 Fraud Corruption
and Control. A principles-based ethics and integrity
approach underpins the strategies of awareness,
prevention, identification, reporting, prosecution and
continuous improvement.
Internal audit
Austrade’s internal auditor, KPMG Australia,
takes a systematic and objective approach to
evaluating and improving risk management,
control and governance processes. The internal
auditor’s activities are defined by a three-year
rolling plan and all significant Austrade activities
are considered to be within the ambit of the
function. Internal audit activities are considered
by the Audit and Risk Committee and coordinated
with other assurance activities and mechanisms,
including external audit and better practice guides
by the Australian National Audit Office.
External scrutiny
Legislation
Austrade operates under the following legislation:
•
Australian Trade Commission Act 1985 –
defines the functions, duties and powers of the
Chief Executive Officer and the Commission
•
Export Market Development Grants Act
1997 – provides for the EMDG scheme, the
Government’s principal export finance assistance
program, which is administered by Austrade
•
Financial Management and Accountability
Act 1997– provides the framework for the
proper management of public money and
public property
•
Public Service Act 1999 – governs the
establishment and operation of, and
employment in, the Australian Public Service.
The Export Market Development Grants Act
1997 was amended in 2008 to give effect to the
Government’s commitments to revitalise the
scheme. The changes to the scheme are described
in detail in Part two of this report.
Independent audits
Austrade was not the subject of any reports
tabled by the Auditor-General in Parliament
during 2007–08.
Austrade management considers other reports
tabled by the Auditor-General to assess the relevance
to Austrade operations and makes recommendations
to the Audit and Risk Committee on ways to improve
Austrade’s management controls and framework.
Judicial decisions and reviews by
outside bodies
There were no Parliamentary inquires into matters
directly affecting Austrade or any judicial decisions
during the reporting period.
Details of appeals to the Administrative Appeals
Tribunal (AAT) under the EMDG Act are shown in
Table 13. No decisions of the AAT involving EMDG
appeals were referred to the Federal Court on
appeal during 2007–08.
67
Any grant amounts payable as a result of
a successful appeal are payable from the
administered account and not from Austrade’s
departmental budget.
Table 13: Appeals to the Administrative Appeals
Tribunal under the EMDG Act
Number of appeals in progress
at 1 July 2007
7
Number of appeals received
1 July 2007 to 30 June 2008
1
Total
8
Appeals withdrawn, finalised or
settled prior to hearing
4
Decisions handed down by AAT
2
Total
6
Number of appeals in progress
at 30 June 2008
2
Privacy
No complaints under the Privacy Act 1988
were received by Austrade during the 2007–08
financial year.
Training on the Commonwealth Privacy Principles
and Austrade’s own privacy policies is provided
as part of regular corporate training, including
induction training and training for staff being
posted overseas.
Management of
human resources
Human resources (HR) in Austrade is managed
to support the workforce to develop the capacity,
capability, motivation and flexibility to deliver
Austrade’s business goals. People management
policies and strategies support and align with
corporate objectives and ensure that Austrade
continues to attract and retain good people.
Each Austrade global region has a dedicated
HR manager serving the needs of management
and employees and providing input to global
HR strategy and policy development. HR provides
resources through:
•
strategy, policy, organisational design and
systems management
•
capability and talent management, including
recruitment and selection, learning and
development, performance management
and training
•
people services, including occupational health
and safety, diversity, terms and conditions of
employment and payroll management.
Alignment with corporate objectives
Key enhancements to Austrade’s HR framework
supporting organisational alignment and change
initiatives in 2007–08 included:
•
improved client service strategies and tools
arising from the Journey to Export and
International Business research and
regional strategies
•
introduction of services-oriented matrix
management to the IT function
•
preparing for the transfer of staff from
the Department of Innovation, Industry,
Science and Research (DIISR) to support
the investment attraction function and the
Global Opportunities program
•
realignment of the Exporter Services
Division to become the Export and Investment
Services Division
•
implementation of the business sustainability
model for staffing.
Freedom of Information
Austrade is required to comply with the Freedom
of Information Act 1982 (FOI Act). Austrade
received five requests under the FOI Act during
2007–08 and has met its obligations under the
Act. For more detailed information see Appendix C.
68
Capability development
The WRC considers matters such as:
Austrade continues to identify capability gaps
arising from business model changes and to
develop programs that address the gaps.
•
•
•
•
•
•
There was a continued strong focus on
performance management during the year.
Austrade worked proactively to ensure
performance was aligned to organisational
goals and the right behaviours encouraged
and recognised.
Staffing overview
At the end of 2007–08, Austrade employed
1,029 staff, 80 per cent of whom were employed
in Austrade’s overseas regions and client-focused
operations in Australia.
Staff turnover continued to be low, with a
13.0 per cent separation rate, compared with
13.4 in 2006–07. The gender balance remained
much the same at 46.5 per cent male and
53.5 per cent female.
Detailed staffing statistics are in Appendix D.
A-based employee agreements
Austrade non-Senior Executive Service (SES)
employees are covered by the Austrade Employee
Collective Agreement (ECA) 2006–09, which came
into force on 3 July 2006. Austrade SES employees,
and a very small number of non-SES employees
in technical specialist positions, are covered by
individual agreements. In line with the revised
APS bargaining framework, future individual
agreements for those not covered by the ECA will
take the form of individual common law contracts.
A-based employment policies and practices
accommodation and employee facilities
systems and procedures
proposed technological changes
staff development and training
occupational heath and safety.
The WRC met formally twice during the year.
Employee representatives also met informally
with management to relay individual concerns
and discuss employment and occupational health
and safety matters.
Conduct and ethics
During the year, Austrade introduced a tailored
ethical framework, building on the requirements
of the Public Service Act 1999, the Australian
Trade Commission Act 1985 and Austrade policy.
The framework provides a basis for action to
communicate the importance of ethical behaviour,
build commitment and evaluate performance in
this important aspect of corporate governance.
The framework was promoted throughout all
areas of Austrade emphasising the need to
maintain high standards of professional and
personal conduct.
Employee consultation
The Austrade ECA 2006–09 provides the terms
of reference and role of the Workplace Relations
Committee (WRC). The WRC is the forum for
consultation between Austrade management
and APL1–5 employees covered by the agreement
on matters that affect the workplace. The WRC
also promotes active employee participation in
Austrade’s change management and workplace
productivity initiatives.
69
Labour law compliance
Performance bonus payments
Austrade established and ran a major project
to review terms and conditions of employment
around the world for labour law compliance.
The project team reviewed labour law compliance
at all overseas posts to ensure Austrade’s
employment practices met requirements.
Austrade also implemented a management
framework for future compliance reviews,
management of documentation and management
of changes in the HR system and at posts overseas.
All employees engaged for longer than 12 months
were eligible for bonus payments in 2007–08
for exceptional performance in the previous
performance cycle.
Performance management
In 2007–08, Austrade’s performance management
policy and processes continued to support
organisational change and key areas of focus.
Support for performance management processes
increased during the year and more teams opted
to use templates to ensure consistency and
fairness in performance plans.
During the year, Austrade continued to provide
training and support to staff and managers
on performance agreements and managing for
high performance.
Depending on performance outcomes, overseasengaged employees could receive a bonus
payment of between 2 per cent and 12 per cent
of their base annual salary. Up to 10 per cent of
Australian-based employees (APL1–5) are eligible
to receive a bonus payment of up to 5 per cent of
their base annual salary. Senior Executive Service
employees (APL6–8) may receive a bonus of up
to 20 per cent of their base annual salary for
achieving bonus plan outcomes.
As bonuses are paid in September following
verification of performance reviews and key
performance indicators, bonuses paid in 2007–08
reflect the 2006–07 performance cycle.
A total of 576 employees received bonus payments
in 2007–08 for the 2006–07 performance cycle,
with the average across the classifications ranging
from $376 to $13,852 (see Table 14).
Table 14: Performance pay by level, 2006–07 performance cycle (paid in 2007–08)
No. staff
Aggregated
amount ($000)
Average ($)
Range ($)
5
14,000
2,800
1,110–3,235
APL3
16
63,000
3,944
3,591–4,039
APL4
8
37,000
4,674
4,201–4,896
APL5
7
39,000
5,570
5,282–5,686
SES
63
873,000
13,852
0–27,284
AOPL1
10
4,000
376
142–1,531
AOPL2
51
57,000
1,121
80–6,532
AOPL3
186
311,000
1,671
57–10,005
AOPL4
199
583,000
2,929
306–14,854
AOPL5
31
188,000
6,067
736–17,026
576
2.2m
3,766
0–27,284
Classification
APL1–2
Total
70
Employee awards
Austrade recognises and rewards exceptional
performance by individuals and teams through
its employee award programs. Global Austrader
Awards recognise staff who go beyond the call of
duty in their efforts to help Australian businesses
succeed around the world or show excellence in
consular assistance.
In 2007–08, Global Austrader Awards were
presented to Geoff Rea, Gregory Harvey, Cheryl
Scott, Geraldine Doumany, Diana Permana, Paul
Adler, the Iraq Infrastructure Team, the Natural
Health Fair and Cosmoprof Asia 2007 Team, the
Vietnam Business Networking Team and the
Marine Industry Network.
Austrade participated for the first time in the
Australia Day Achievement Medallions program
in 2007–08. This program recognises the
achievements of dedicated public servants on
special projects that have made a significant
contribution to the nation or outstanding
performance in their core duties.
Medallions were presented to Peter Brennan,
Greg Hull, Ong Boh Lee, Rebecca Martingell,
Joel Newman, Geoff Spears, Mikiko Toda,
Tomoko Umeda and Margaret Ward.
A member of the USA Food Team, Business Development
Manager Peter Brennan, received a 2008 Australia Day
Achievement Medallion for his work to promote Australian food
exports to the United States. The Medallion was presented by the
Australian Ambassador to the United States, Dennis Richardson.
71
Ong Boh Lee, Senior Business Development Manger in Singapore,
received an Australia Day Achievement Medallion for his
contribution to the oil and gas, petrochemical, pharmaceutical
and infrastructure sectors during 30 years’ service with Austrade.
From left to right are Maurine Lam, Senior Trade Commissioner,
Singapore; Mr Ong; David Twine, SEASAP Regional Director; and
Cheryl Stanilewicz, Trade Commissioner, Singapore.
Training and development
In 2007–08, Austrade employees completed
5,800 internally provided courses, 65 per cent of
which were delivered online.
Training and development highlights for the
year included:
•
state-based training for 180 export advisers
on Austrade’s strategic direction
•
further training for export advisers on
relationship management, referrals, client
research, marketing messages and coaching
through technology
•
two management programs for 25 managers
conducted in Santiago and Bangkok
•
110 staff attended induction programs
onshore and offshore
•
21 people from 15 countries completed the
in-house leadership and management program
•
17 business development managers
participated in a customised leadership
program conducted in North East Asia
•
training on working with customers and
customer records was delivered to 170
marketing staff offshore
•
personal travel safety training was delivered
to 128 staff onshore and offshore.
Occupational health and safety
(OH&S)
Austrade provides a safe working environment for
all employees and maintains the health and safety
of its workplaces. Employees worldwide have
access to occupational health and safety policies,
advice and services through the intranet site.
The workplace support adviser worked with
employees nationally and internationally to
strengthen awareness of health and safety matters.
In 2007–08, health and safety initiatives included:
•
a review of the occupational health and
safety policy in line with new legislative
requirements, including discussions with
the OH&S Committee
•
identifying the needs of new staff under an
early intervention scheme
•
induction and pre-posting courses on employer
and employee obligations
•
advice on topics such as workstation setup
and prevention of deep vein thrombosis
•
voluntary Q Fever vaccinations for staff
working in regional areas of Australia
•
voluntary health checks and influenza
vaccinations for all Australia-based staff.
In 2007–08, no direction or notice under sections
29, 45, 46 or 47 of the Occupational Health and
Safety (Commonwealth Employment) Act 1991
was given to Austrade. There was no notice under
section 68 of the Act, which requires reporting
a death or serious injury.
Disability Action Plan
In line with the requirements of the Disability
Discrimination Act 1992, Austrade through its
Disability Action Plan and Client Service Charter
aims to give people with disabilities access to
Austrade’s facilities, programs and services.
The Austrade Client Service Charter helps to
ensure that the needs of people with disabilities
are met; for example, by making public
information about Austrade available in accessible
formats, and by providing ways for people to offer
feedback and raise their concerns.
Available in hard copy and through Austrade’s
website, the Client Service Charter provides an
overview of the services and service standards
provided by the organisation and information to
clients about their rights and responsibilities.
As part of the organisation’s focus on user-friendly,
online communication, all employment
opportunities open to external candidates are
advertised on Austrade’s website at the same
time as they are advertised in other media.
When necessary, employment policies are
reviewed, updated or amended, according to
legislative changes and obligations.
Austrade has an internal review process that
staff can use if they are not satisfied with how
employment decisions are made.
Workplace diversity
Austrade supports and promotes workplace
diversity. In 2007–08, Austrade developed an
intranet site on workplace diversity; developed
workplace diversity guidelines; promoted the
employee assistance program, which provides
counselling to staff and their families; provided
emergency child care and other family support
services; maintained a program for partners of
overseas employees, including study assistance
and outplacement services; and employed an
indigenous cadet under the National Indigenous
Cadetship program.
Austrade CEO Peter O’Byrne (centre) presented Global Austrader
Awards in Canberra to Pat Stortz (left) for his contribution to the
Vietnam Business Networking Team and Lino Strangis for his
contribution to the Marine Industry Network.
72
Financial management
and business assurance
Financial performance
Austrade manages its assets and financial resources
to support Austrade’s operations by delivering:
•
•
•
•
an effective system of internal controls
accounting, treasury and taxation services
procurement systems and processes that
achieve value for money
business systems and processes to provide
financial and performance information
to enhance decision making, efficiency
and effectiveness
•
information technology that is stable,
secure and increases connectivity for staff,
clients and allies
•
systems to monitor, safeguard and enhance
property and other assets.
Austrade continues to maintain an effective
financial management framework and achieved
improvements in practices and processes
during the year, including enhanced budgeting,
forecasting and reporting tools; automated forms
and processes; improved alignment of budgets
to responsibilities; and simplification of foreign
exchange management practices.
In a challenging financial environment Austrade
continues to work with the Government to achieve
its financial targets and respond to the changing
international business environment.
In 2007–08, the Government provided $327 million
in funding, including $157 million in administered
funding for the Export Market Development Grants
(EMDG) scheme. In addition, Austrade received $34
million in revenue from external sources, including
from providing expert advice and assistance to
exporters. Departmental revenue and expenditure
over the past four years is shown in Table 15.
Administered funding received for the EMDG
scheme is shown in Table 16. There has been a
growing demand for grants under the scheme.
Further detail about Austrade’s financial resources
is shown in Appendix E.
Table 15: Departmental financial performance
2004–05
2005–06
2006–07
2007–08
155.1
167.0
172.0
170.1
1.1%
31.7
37.2
30.9
34.1
10.4%
0.9
0.2
0.8
0.4
187.7
204.4
203.7
204.6
0.4%
Employee expenses
90.8
99.0
103.5
107.6
4.0%
Supplier expenses
90.9
96.9
90.5
82.4
9.0%
Depreciation
10.3
10.6
13.0
16.3
25.4%
1.2
0.2
0.1
0.1
193.2
206.7
207.1
206.4
0.3%
(5.5)
(2.3)
(3.4)
(1.8)
47.1%
Revenue from Government
Revenue from independent sources
Gains
Total income
Other expenses
Total expenses
Operating result (loss)
Change from 2006–07
Financial assets
A
43.3
40.3
39.9
44.3
11.0%
Non-financial assets
B
70.5
91.7
58.0
57.4
1.0%
Liabilities
C
38.7
39.6
45.1
48.0
6.4%
75.1
92.4
52.7
53.7
1.9%
Net assets = A + B – C
73
Table 16: Administered financial performance
2004–05
2005–06
2006–07
2007–08
Change from 2006–07
EMDG grants
123.9
137.1
146.6
152.0
3.7%
Total administered expenses
131.3
145.5
154.5
160.9
4.1%
Asset management
Protective security
Austrade manages an overseas property portfolio
of around 180 commercial and residential leased
properties. The portfolio comprises properties
leased from the Overseas Property Office in the
Department of Foreign Affairs and Trade (DFAT)
and from private landlords.
Austrade remains focused on providing a safe and
secure environment for staff both in Australia
and at Austrade-managed overseas posts.
This has been achieved through the continued
implementation of the security upgrade program.
During 2007–08, the Security Upgrade Project
continued to enhance the safety and security for
Austrade staff, clients and assets with a number of
security fit-outs completed.
As part of the ongoing management of the property
portfolio, Austrade negotiated 28 new leases,
renewed 33 leases and managed the relocation of
three overseas posts. In Australia, the Hobart and
Parramatta offices were refurbished and the Darwin
and Hurstville offices were relocated.
The property portfolio is managed in accordance
with Government policies and guidelines,
while identifying opportunities for maximising
efficiencies and cost effectiveness.
Business continuity planning
Austrade continued to strengthen its integrated
Business Continuity Planning (BCP) framework.
Business continuity plans continue to be reviewed,
updated and tested at overseas posts to improve
consistency and quality.
As an ongoing quality assurance initiative, the
effectiveness of the BCP framework continues to
be tested through a program of scenario testing
and awareness raising with staff. As worldwide
concerns surrounding the possibility of an avian
influenza pandemic remain, Austrade maintains
specific avian influenza contingency plans for
all high-risk posts as well as a response plan for
Austrade’s Australian operations. All plans have
been developed and maintained as part of a
whole-of-government approach and continue to
be updated as new information becomes available.
A particular focus of protective security activity
during the year was to develop new networks
and procedures to enable Austrade to share
security information with other relevant agencies
involved in the protection of Australians offshore.
New security equipment and systems were
installed in Austrade overseas posts in order to
enhance the security of Austrade staff, clients and
assets overseas.
Owing to the dynamic nature of the global
security environment, there was an increase in the
number of security risk assessments undertaken
for Austrade’s overseas posts. These included
major trade events and Business Club Australia
activities incorporating event security planning for
the Beijing Olympics.
During 2007–08, Austrade reinforced and
distributed information to staff about the
Australian Government Contact Reporting
Scheme. A review of personnel security clearance
processes and procedures was undertaken to
ensure ongoing compliance with the Australian
Government Protective Security Manual.
The annual Austrade security threat and risk
assessment was also reviewed and updated during
the year in consultation with DFAT.
74
Legal services
In 2007–08, Austrade’s legal services were
provided primarily through its internal Legal
Services area and a formal panel of four external
legal service providers.
The nature of the services provided to Austrade
during the year covered a variety of legal issues in
many different locations and jurisdictions.
These included:
•
litigation arising under the Administrative
Appeals Tribunal Act 1975 (mainly involving
EMDG appeals)
•
commercial litigation in recovery actions
(including debt collection)
•
•
•
contractual disputes and common law claims
•
complex contractual negotiations and drafting,
including all commercial and cooperative
agreements, procurements and property
matters, and interpretation of laws and policy
•
workplace relations issues and labour claims
issues arising in protecting Austrade’s
intellectual property
responding to the legal aspects of complaints,
disputes and claims arising from Austrade’s
day-to-day operations and the delivery of
its services.
Purchasing
Austrade conducts all procurement in accordance
with the Commonwealth Procurement Guidelines
and the Chief Executive Instructions. Austrade’s
procurement practices aim to achieve value for
money by encouraging competition, the efficient,
effective and ethical use of resources, transparency
and accountability. Procurement practices are
non-discriminatory.
In 2007–08, all new major procurements were
publicly advertised on the AusTender website.
Austrade’s tender documentation defines the
tender conditions, requirements, assessment
procedures and selection criteria for each
procurement. In accordance with Commonwealth
Procurement Guidelines, preferred tenderers are
selected on the basis of value for money. In the
majority of instances, value for money is assessed
75
on a combined technical and price assessment.
The past performance of tenderers may also be
considered and typically the final recommendation
includes an overall assessment of the risks
identified during the evaluation.
Probity advice is sought, where considered
necessary, and unsuccessful tenderers may
request a written debrief on their tender
submissions. Austrade’s in-house legal services
team and, where appropriate, external legal
advisers, ensure that the contracts Austrade enters
into are clear, enforceable and comply with all
relevant legislative instruments.
In 2007–08, Austrade implemented a number
of procurement-related business improvement
initiatives to ensure Austrade’s procurement
practices are efficient, effective and achieve value
for money. Initiatives included:
•
collaboration on complex tenders with other
Commonwealth agencies where there were
common interests and contribution on
inter-agency forums and working groups
•
introduction of a web-based contracting and
purchasing system to support the registration
of contracts across Austrade’s network
•
development of online procurement training
to provide staff with a better understanding of
Austrade’s procurement processes.
In accordance with the Senate Order for
Departmental and Agency Contracts of 20 June
2001, details of all contracts and agreements
administered by Austrade to the value of $100,000
or more were placed on Austrade’s website at
www.austrade.gov.au/Senate-indexed-file-list/
default.aspx.
All competitive tendering and contracts of
$100,000 or more let during the reporting period
provide for the Auditor-General to have access to
the contractors’ premises.
There were no contracts in excess of $10,000 or
standing offers exempted from being published in
the Purchasing and Disposal Gazette (AusTender)
on the basis that publication would disclose
exempt matters under the Freedom of Information
Act 1982.
Consultants
During 2007–08, Austrade entered into 12 new
consultancy contracts with a total expenditure
of $362,623. This compared to $2,015,990 in
2006–07. In addition, two ongoing consultancy
contracts were active during the year, involving
expenditure of $17,789. Details of ongoing
contracts and new contracts worth $10,000
or more during 2007–08 are provided on the
Austrade website (www.austrade.gov.au).
Information on expenditure on contracts and
consultancies is also available on the AusTender
website (www.tenders.gov.au).
All consultancies were procured in line with
Commonwealth Procurement Guidelines.
Managing knowledge and
information resources
Supporting the information technology needs of
a geographically diverse and mobile workforce
remains a significant priority for Austrade. During
the year a tender was finalised to replace services
supporting the global data network and higher
quality, lower cost services for voice, video and
other data communications will be rolled out over
the coming year. Replacement network equipment
will be deployed in parallel with the new services.
In 2007–08, Austrade increased the number
of video conferencing sites and provided
software to allow remote workers to join video
conferences via their laptops. Increasingly, video
conferencing facilities are being used to facilitate
communications with external allies, customers
and clients. A remote access initiative known as
Austrade Anywhere was commissioned during
the year to provide secure, fast access to Austrade
information and systems for staff and allies.
Connecting business to markets
through technology
The ability to work collaboratively through
video conferencing enabled Austrade’s
Australian Music Office (AMO) in Los
Angeles to hold the first in a series of
virtual master classes in April 2008. A
panel of LA-based music industry experts
offered advice about licensing music
for US film, television, advertising and
video games to over 100 attendees in six
Australian cities.
Video conferencing shortens the time to
market for Austrade clients, reduces travel
costs, increases collaboration and provides
face to face contact that otherwise might
not be possible.
In 2007–08, Austrade recorded over
15,000 hours of virtual contact through
its 161 video conferencing units in over
130 locations worldwide.
Music industry experts in Los Angeles sharing their
insights with more than 100 attendees around
Australia, via video conference.
Staff are becoming increasingly connected
through virtual networks, enabled by technologies
that support collaborative work practices. This
collaborative way of working enables ready access to
expertise and knowledge, reduces barriers resulting
from dispersed locations in multiple time zones
and contributes to more efficient, cost-effective and
consistent service delivery to Australian businesses.
76
77
Part 4
Financial Statements
Independent audit report
79
Certification of financial statements
81
82
Notes to the accounts
92
79
80
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Appendices
A Austrade’s Client Service Charter 127
B T
radeStart service providers and locations
128
C Freedom of Information
130
DStaffing overview 131
E Financial and staffing resources 134
F Advertising and market research 136
GPurchaser–provider arrangements 138
HEcologically sustainable development 140
Appendix A
Austrade’s Client
Service Charter
This charter was developed after consultations
with our clients and represents our commitment
to improve our service performance. The charter
sets out the service standards clients can expect
from Austrade and how they can provide feedback.
Our clients rate our performance against each
service standard (stated below) in our annual
Client Satisfaction Improvement Study (CSIS).
Our service values
•
Understand your business and work with you
in partnership.
•
Provide advice and information based on
experience and networks we have established
across Australia and around the world.
•
Be commercially focused and deliver services
that are tailored to your needs.
•
Be professional and highly motivated to help
your business.
•
Be flexible and responsive in meeting your
particular needs.
Our service standards
1.We value the information you give us and will
maintain confidentiality.
2.We will clearly explain our service offerings and
how they can add value to your export efforts.
3.Austrade will explain any fees and provide you
with a written quote before commencing work
on your behalf.
4.If you contact us we will respond within two
working days of receipt of your enquiry. If your
business enquiry is more complex we will inform
you of our progress. Austrade will agree with you
on timeframes, the deliverables and follow up.
5.We will keep you informed of major
developments that affect your project.
127
6.Austrade will endeavour to deliver opportunities
that best match your line of business.
7.We will provide appropriate referrals if
Austrade can not help you.
8.Austrade will provide you with clear
information on eligibility, application and
assessment process for our Export Market
Development Grants (EMDG) and will process
your application promptly and efficiently in
accordance with the EMDG legislation.
Help us to help you
1.Brief us clearly about your products or services
and business objectives.
2.Allow realistic lead times and keep us informed
of your timeframes for taking action.
3.Let us know how we might improve our
services and/or when we have done a good job.
Measuring our performance
Austrade will review the charter and provide
opportunities for you to comment on your
satisfaction with our services through our annual
client satisfaction survey and other research.
This will allow us to measure the outcome of our
assistance and identify issues and service aspects
that are important to you.
Consultation and feedback
We welcome your feedback. Simply call us, write to
us or send us an email. If you have a problem you
need resolved please raise it with the staff member
concerned or write to our Client Service Manager:
Austrade, GPO Box 5301, Sydney NSW 2001
Email: [email protected]
If, at any stage, you are dissatisfied with our
handling of your complaint, you may contact an
office of the Commonwealth Ombudsman and/or
the Privacy Commission.
Appendix B
TradeStart service providers and locations
TradeStart Partner
Location
National
Australian Interactive Media Industry Association
Sydney
NSW Business Chamber Ltd
Sydney – Mining and Resources
(NSW, Queensland and Victoria)
New South Wales and ACT
Australian Institute of Export
Sutherland
ACT Government
Canberra
Canberra Business Council
Canberra
Department of State and Regional Development
Orange (formally Bathurst)
Coffs Harbour
Dubbo
Gosford
Baulkham Hills
Nowra
Wagga
Tamworth
Bega
Canberra
Mascot
North Sydney
Parramatta
Penrith
Tweed Heads
Victoria
Australian Industry Group
Melbourne City
Ballarat
Bendigo
Geelong
Melbourne – West
Melbourne – South-East
Mildura
Grant Thornton Australia
Melbourne City
NIETL/North Link
North Melbourne
128
TradeStart Partner
Location
Queensland
Commerce Queensland
Brisbane
Department of Primary Industries and Fisheries
Brisbane
Department of Tourism, Regional Development and Industry
Bundaberg
Cairns
Rockhampton
Southport
Sunshine Coast
Toowoomba
Gold Coast City Council
Gold Coast
Western Australia
Department of Industry and Resources
Perth
Gascoyne Development Commission
Carnarvon
Great Southern Development Commission
Albany
Kimberley Development Commission
Kununurra
Mid West Development Commission
Geraldton
Small Business Development Corporation
Perth
South West Development Commission
Bunbury
South Australia
Department of Trade and Economic Development
Adelaide
Mt Gambier
Port Augusta
Port Lincoln
Murraylands Regional Development Board
Murray Bridge
Riverland Development Corporation
Berri
Salisbury Business and Export Centre
Salisbury
South Australia Exporter’s Club
Onkaparinga
Yorke Regional Development Board
Balaklava
Northern Territory
Northern Territory Chamber of Commerce and Industry
Alice Springs
Northern Territory Chamber of Commerce and Industry
Darwin
Tasmania
Tasmanian Chamber of Commerce and Industry
Hobart
Tasmanian Chamber of Commerce and Industry
Launceston
129
Appendix C
Procedures and contact points
This statement is made in accordance with the
requirements of section 8 of the Freedom of
Information Act 1982 (FOI Act) and is complete as
at 30 June 2008.
Access to records
The FOI Act grants a right to access documents
in the possession of the Government, subject to
a number of exceptions. These include protection
of essential public interests and the private
and business affairs of people about whom
departments and statutory authorities collect
and hold information. In the 12 months ending
30 June 2008, Austrade received five such
requests and has met its obligations under the
Act. A detailed breakdown of those reports is
given in Appendix Table C1.
Appendix Table C1: Freedom of information
requests for 2007–08
Requests outstanding at 1 July 2007
0
Requests received
5
Access granted in full
1
Access refused
0
Access refused in part
4
Transferred
0
Withdrawn or lapsed
0
Currently outstanding
0
Appeals to AAT/Ombudsman
1
Any person seeking access to documents
under the FOI Act must lodge a formal request
in writing together with a $30 application fee.
The request must clearly identify the document
or class of document to which access is sought,
and the return address of the application must
be provided.
Request should be sent to:
The FOI Officer
Legal Services, Business Effectiveness
Level 2, 25 National Circuit
Forrest ACT 2603
Australia
Phone: +61 2 6201 7462
Fax: +61 2 6201 7301
A request for access under the FOI legislation
is acknowledged and a decision is made by
the Manager, Business Effectiveness, or the
appointed delegate, whether to grant access
and, if so, whether any fees or charges may be
reduced or not imposed in instances of financial
hardship or general public interest in the release
of documents.
Further information regarding access to
documents may be directed to Austrade’s Business
Effectiveness Group. Austrade also publishes
a comprehensive range of publicly available
information at www.austrade.gov.au.
130
Appendix D
Staffing overview
Appendix Table D1: Ongoing and non-ongoing employees (excl. locally engaged employees overseas),
full-time and part-time
Non-ongoing
Ongoing
Total
Total
30 June 2007
512
Full-time
Part-time
Full-time
Part-time
30 June 2008
22
6
442
40
510
Notes: includes staff on leave without pay and long-term leave; includes CEO.
Appendix Table D2: Employees by category of employment
Category
Female
Male
Total
30 June 2008
Total
30 June 2007
Ongoinga
227
255
482
481
14
14
28
31
Overseas-engaged employees (OEE)b
310
209
519
525
Total
551
478
1,029
1,037
Non-ongoinga
Notes:
a
includes staff on leave without pay and long-term leave
b
includes OEE temporary staff.
Appendix Table D3: Employees by location and gender
Classification
AOPL1
Australia
female
Australia
male
Overseas
female
Overseas
male
Total
30 June 2008
Total
30 June 2007
0
0
4
15
19
20
AOPL2
0
0
49
7
56
58
AOPL3
0
0
145
57
202
200
AOPL4
0
1
100
111
212
215
AOPL5
0
0
12
18
30
32
APL1
26
6
0
0
32
39
APL2
75
41
0
0
116
114
APL3
69
70
2
4
145
146
APL4
25
39
7
18
89
85
APL5
12
35
4
9
60
63
8
22
6
11
47
43
11
APL6/SES1
APL7/SES2
2
1
2
7
12
APL8/SES2
2
0
0
4
6
7
APL8/SES 3
1
1
0
0
2
3
CEO
Total
0
1
0
0
1
1
220
217
331
261
1,029
1,037
Note: includes temporary staff, staff on leave without pay and long-term leave.
131
Appendix Table D4: Employees by region/location and gender
Australiabased
female
Australiabased
male
Australiabased
total
OEE
female
OEE
male
OEE
total
Total
30 June
2008
Total
30 June
2007
Americas
3
10
13
44
43
87
100
105
Europe, Mid East,
Africa
5
11
16
76
53
129
145
148
North East Asia
8
16
24
96
49
145
169
182
South East Asia,
South Asia and
Pacific
5
16
21
94
63
157
178
168
21
53
74
310
208
518
592
603
73
75
148
0
0
0
148
153
New South Wales
100
73
173
0
1
1
174
169
Northern Territory
2
1
3
0
0
0
3
3
Region/location
Region
Subtotal
Location
Canberra
10
15
25
0
0
0
25
22
South Australia
7
8
15
0
0
0
15
17
Tasmania
1
1
2
0
0
0
2
2
21
35
56
0
0
0
56
54
Queensland
Victoria
6
8
14
0
0
0
14
14
Subtotal
220
216
436
0
1
1
437
434
Total
241
269
510
310
209
519
1,029
1,037
Western Australia
Notes: includes temporary staff, staff on leave without pay and long-term leave; excludes attached agency staff, trade consultants,
contractors and TradeStart employees; at 30 June 2008 there were 48 attached agency staff within Austrade.
Appendix Table D5: Employees by region/division
Australiabased
OEE
Total
30 June 2008
Total
30 June 2007
Americas
13
87
100
105
Europe, Middle East, Africa
16
129
145
147
5
0
5
7
160
1
161
163
Region/division
Executive
Exporter Services
97
0
97
93
143
0
143
139
Human Resources
28
0
28
29
North East Asia
23
145
168
182
24
157
181
171
1
0
1
1
510
519
1,029
1,037
Finance, Information and Planning
Government and Corporate Services
CEO
Total
Notes: includes temporary staff, staff on leave without pay and long-term leave; excludes attached agency staff, trade consultants,
contractors and TradeStart employees.
132
Appendix Table D6: Senior Executive Service by location
Australia
Overseas
Total
30 June 2008
Total
30 June 2007
APL6/SES1
30
17
47
43
APL7/SES2
3
9
12
11
APL8/SES2
2
4
6
7
APL8/SES3
2
0
2
3
Classification
CEO
1
0
1
1
Total
38
30
68
65
Notes: includes staff on leave without pay and long-term leave; includes staff on higher duties in SES positions.
Appendix Table D7: Senior Executive Service by gender
Female
Male
Total
30 June 2008
Total
30 June 2007
APL6/SES1
14
33
47
43
APL7/SES2
4
8
12
11
APL8/SES2
2
4
6
7
APL8/SES3
1
1
2
3
CEO
0
1
1
1
Total
21
47
68
65
Classification
Notes: includes staff on leave without pay and long-term leave; includes staff on higher duties in SES positions.
Appendix Table D8: Employees covered by workplace, collective and common law agreements
Collective
agreement
Classification
Salary
range
Australian workplace
agreement
Common law
agreement
section 24(1)
determination
No.
Salary
range
No.
Salary
range
No.
Salary
range
No.
Total
APS3–4 (APL1)
38,489–
55,037
32
n.a
0
n.a
0
n.a
0
32
APS5–6 (APL2)
57,238–
70,140
116
n.a
0
n.a
0
n.a
0
116
EL1 (APL3)
74,699–
84,025
144
–
1
n.a
0
n.a
0
145
EL2 (APL4)
87,386–
101,837
86
–
3
n.a
0
–
2b
91
EL3(APL5)
105,910–
118,278
60
n.a
0
n.a
0
n.a
0
60
SES
112,000–
125,000
8a
114,321–
220,303
59
Total
446
63
Notes: excludes CEO; salary range not shown where there is a possibility that payments to individuals may be identified
(i.e. five or fewer employees). a includes staff on higher duties. b also included in the AWA figure.
133
67
2b
511
Appendix E
Financial and staffing resources
Appendix Table E1: Financial and staffing resources summary ($m)
Actual 2006–07
(Financial Statements)
Budget and Additional
Estimates 2007–08 (PAES)
Actual 2007–08
(Financial Statements)
Departmental
171,951
172,569
170,090
Administered
153,357
156,880
159,200
325,308
329,449
329,290
Departmental
31,769
31,107
34,467
Administered
94
–
1,039
357,171
360,556
364,796
8,281
4,873
4,873
365,452
365,429
369,669
1,016
1,035
1,032
Appropriations:
Total revenue from
Government
Other revenue:
Total resourcing of outputs
Add equity injection
Total resourcing
Average staffing levels
134
Appendix Table E2: Resources for outcomes ($m)
2007–08
Output Groups
Budget
2007–08a
Actual
2007–08
Variation
2008–09
Output Groupsb
Budget
2008–09c
1.1 – Awareness raising
18,795
12,383
(6,412)
1.1 – Export and
international business
services
156,560
1.2 – Government advice and
coordination
11,157
6,192
(4,965)
1.2 – Trade development
schemes
150,400
1.3 – Export and investment
services and opportunities
161,487
175,428
13,941
1.3 – Foreign direct
investment services
11,000
1.4 – Export Market
Development Grants
156,880
160,883
4,003
1.4 – Government advice
and coordination
10,862
1.5 – Awareness raising
18,286
Total price of Outcome 1
348,319
354,886
6,567
347,108
319,743
319,723
(20)
321,129
Revenue from other sources
28,576
32,932
4,356
25,979
348,319
352,655
4,336
347,108
985
983
Total resourcing for Outcome 1
Average staffing levels for
Outcome 1
970
services in specific locations overseas
2007–08
Output Groups
Budget
2007–08a
Actual
2007–08
Variation
Output 2.1 – Consular, passport
and immigration services
12,237
12,383
146
Total price of Outcome 2
12,237
12,383
146
12,018
9,706
9,567
(139)
9,668
Revenue from other sources
2,531
2,574
43
2,350
12,237
12,141
(96)
12,018
50
49
Total resourcing for Outcome 2
Average staffing levels for
Outcome 2
2008–09
Output Groupsb
Output 2.1 – Consular,
passport and immigration
services
Notes:
Full-year Budget, including Additional Estimates.
a
b
c
Austrade’s output groups within outcome 1 have been restructured for 2008–09 to better align Austrade’s priorities.
Output group 1.3 is an additional output group to reflect Austrade’s foreign direct investment services.
Portfolio Budget Statements.
135
Budget
2008–09c
12,018
48
Appendix F
Advertising and market research
Commonwealth agencies are required to report payments for advertising and market research over a
certain threshold, which in 2007–08 was $10,500 (including GST). Appendix Table F1 provides the total
advertising and market research spend for the year. Individual payments in each category that were over
the threshold are detailed in the tables below.
Appendix Table F1: Total advertising and market research expenditure, 2007–08
Description
Value
Advertising agencies
$19,769
Market research organisations
$184,321
Polling organisations
$9,196
Direct mail organisations
$16,593
Media advertising organisations
$1,013,836
Total (inc. GST)
$1,243,715
Appendix Table F2: Payments over $10,500 to market research organisations
Agency/organisation
Description
Applied Marketing Analysis, as nominee
for Orbis Associates
Journey to export and international
business research
Wallis Consulting Group
Client Service Improvement Survey (CSIS)
Total (inc. GST)
Value
$28,000
$156,321
$184,321
136
Appendix Table F3: Payments over $10,500 to media advertising organisations
Agency/organisation
Description
HMA Blaze Pty Ltd
– promotional advertising
Austrade promotional advertisements in the Australian
Anthill publication
$11,000
HMA Blaze Pty Ltd
– recruitment advertising
Recruitment advertisement for a Senior Trade Commissioner
position in Santiago
$10,588
Recruitment advertisement for a Trade Commissioner position
in Santiago
$10,952
Recruitment advertisement for a Senior Trade Commissioner
position in Beijing
$10,588
Nationwide News Pty Ltd
Australian Export Awards 2007 winners advertisement
$11,000
Sky News Business Channel
Your Business Success episode 146 on air promotion
$33,000
Various consultants
– overseas promotional advertising
Austrade Shanghai promotional advertisements in the
Australia China Connection 2008–09 publication
$31,350
Education Festival, promotional advertisements in
Hong Kong, MTR/Citybus/TVB
$55,620
Education Festival, promotional advertisements in
Hong Kong, online and in newspapers
$50,091
Education Show and Working Holiday Makers Expo,
promotional advertisements in Taiwan
$52,837
Study in Australia promotional advertisements in Israel
$15,740
Study in Australia promotional advertisements in Malaysia, press
$30,972
Study in Australia promotional advertisements in Malaysia, radio
$19,941
Study in Australia promotional advertisements in Malaysia, press
$17,905
Study in Australia promotional advertisements in Osaka
$39,472
Study in Australia promotional advertisements in Singapore
$14,466
Study in Australia promotional advertisements in Tokyo
$35,253
Total (inc. GST)
Value
$450,775
No payments over $10,500 (inc. GST) were made to advertising agencies, polling organisations or direct
mail organisations in 2007–08.
137
Appendix G
Purchaser–provider
arrangements
Department of the Environment,
Water, Heritage and the Arts (DEWHA)
During the year in review, Austrade maintained
memoranda of understanding (MOU), service
level agreements (SLAs) and purchaser–provider
agreements (PPAs) with the following agencies.
Attorney-General’s Department
Ausfilm
Austrade provided offices and administrative
support services to Ausfilm in Los Angeles.
Department of Foreign Affairs and
Trade (DFAT)
support services to the AFP in Dubai.
Austrade purchased administrative services
from DFAT at numerous DFAT-managed overseas
posts under a Common Administrative Services
(CAS) Agreement.
Department of Agriculture, Fisheries
and Forestry (DAFF)
DFAT purchased administrative services
from Austrade in Lima to support Australian
engagement with Peru as APEC host for 2008.
support services to DAFF in Dubai.
Austrade also purchased a limited range of
ICT services from DFAT within Australia and at
overseas posts under an MOU.
Australian Federal Police (AFP)
Australian Wine and Brandy Corporation (AWBC)
Under an MOU Austrade continued to support
the AWBC to develop strategies and undertake
marketing and promotion activities in a number
of markets to increase exports of Australian wine.
support services to AWBC in New York, Toronto
and Vancouver.
Consular services
Department of Education, Employment
and Workplace Relations (DEEWR)
DFAT is responsible for the provision of consular
and passport services to Australians both in
Australia and overseas. In certain overseas
locations, Austrade operates consulates
and honorary consulates for the Australian
Government, providing a range of consular
assistance, including passport services, notarial
acts, medical evacuations, prison visits and general
advice and assistance to Australians overseas.
Austrade has agreements with DEEWR to deliver
generic education marketing and promotion
services in Europe.
Department of Immigration and
Citizenship (DIAC)
support services to DEEWR in Dubai, Mexico City
and Sao Paulo.
support services to DIAC in Dubai and Auckland.
DEEWR has an ongoing SLA with Austrade
for the provision of information and
communication technology (ICT) services in
a number of overseas posts.
138
Department of Infrastructure,
Transport, Regional Development and
Local Government
Department of Resources, Energy
and Tourism (RET)
Airservices Australia (ASA)
support services to ASA in New Delhi (agreement
expired on 31 January 2008) and Dubai
(agreement expired on 29 February 2008).
Austrade and Tourism Australia have entered into
an MOU that sets out the operating guidelines
for both agencies in markets where there is a
simultaneous presence and also in markets where
only Austrade is represented to streamline the
delivery of services.
Department of Innovation, Industry,
Science and Research (DIISR)
support services to Tourism Australia in Dubai.
AusIndustry
Under an MOU, Austrade and AusIndustry
work together on a number of collaborative
activities, sharing information and streamlining
communications to enhance awareness among
Australian businesses of the various government
assistance programs.
Invest Australia (IA)
In line with election commitments, Invest
Australia (IA) ceased to exist in December 2007.
From 1 July 2008, the inward investment function
of IA will be transferred to Austrade, aligning
inward and outward investment functions in the
one organisation.
During the reporting period, Austrade had an
MOU with the former IA to support its inwards
investment role and the provision of IT services, as
well as an MOU to assist IA establish a presence
in the Indian market in Mumbai and New Delhi.
Austrade also had an SLA between Austrade and
IA for the delivery of services to maintain an IA
presence in Seoul.
Committee of Marketing Information and
Communications Technology in Australia
(CoMICTA)
Under an MOU between the former Invest
Australia, the former Department of
Communications, Information Technology and the
Arts (DoCITA), now the Department of Broadband,
Communications and the Digital Economy
(DBCDE), and Austrade, Austrade also provided the
secretariat for CoMICTA. Austrade met the indirect
employment costs, on-costs and management time
for the position. The MOU has now ceased to exist.
139
Tourism Australia
South Australian Department
of Trade and Economic Development
(DTED)
Austrade and the South Australian Government
extended an existing SLA to provide in-market
trade and related services for India. The SLA
extension expired in June 2008.
support services to DTED in Hong Kong.
NSW Department of State
and Regional Development (DSRD)
The MOU between Austrade and DSRD aims to
develop a closer relationship, particularly in key
international markets and emerging international
markets. This MOU sets out the responsibilities
and activities of the respective agencies and
provides a framework for cooperative activities
between the agencies.
WA Department of Industry
and Resources (DOIR)
support services to DOIR in Taipei.
Appendix H
Ecologically sustainable
development
Austrade supports the Australian Government
environmental purchasing policy administered
by the Department of the Environment, Water,
Heritage and the Arts (DEWHA), which includes
recommendations for the procurement of
goods and services that minimise environmental
impact but still represent value for money.
This policy is included in Austrade’s Procurement
Guidelines and is part of Austrade’s procurement
planning process.
Environmental Management System
(EMS)
CitySwitch Green Office initiative
Along with the further development of the
EMS, Austrade is also in the process of signing
up to the CitySwitch Green Office initiative, a
national tenant energy management program
run in partnership among the cities of Sydney,
North Sydney, Parramatta, Melbourne, Perth and
Adelaide as well as state government agencies.
The program works with tenants to achieve
improved office energy efficiency, reducing CO2
emissions. Austrade will initially focus its efforts
on its Sydney office.
Austrade also regularly monitors the affects of
its day-to-day activities on the environment and
implements, where necessary, specific projects
aimed at improving environmental performance.
Austrade continues to develop its EMS in
accordance with many of the action plans
suggested by the Greenhouse Challenge Plus
program managed by DEWHA, including the
recycling of materials and the automatic
shutdown of lighting. Implementation of
Austrade’s EMS has initially focused on its
Canberra office with other offices in Australia
to follow once the Canberra implementation is
complete and certified.
140
141
Glossaries
and indexes
Glossary
143
Compliance index
146
Index
149
Glossary
AASB
Australian Accounting Standards Board
AAT
Administrative Appeals Tribunal
ABAC
APEC Business Advisory Council
A-based
Australia-based
ACCI
ADFEST
Asia Pacific Advertising Festival
AELM
APEC Economic Leaders Meeting
AFL
Australian Football League
AFP
Australian Federal Police
AIMIA
ANAO
Australian National Audit Office
ANZCERTA
Australia New Zealand Closer Economic Agreement
AMO
Australian Music Office
AO
Order of Australia
AOPL
Austrade Overseas Performance Level
APEC
Asia Pacific Economic Cooperation
APL
Austrade Performance Level
APS
Australian Public Service
ASEAN
Association of South East Asian Nations
ASX200
Australian Securities Exchange top 200 listed companies
ATO
Australian Taxation Office
AusAID
Australian Agency for International Development
AUSFTA
AWA
Australian Workplace Agreements
AWBC
Australian Wine and Brandy Corporation
BCA
Business Club Australia
BCP
business continuity planning
CAS
Common Administrative Services
CEO
COAG
Council of Australian Governments
COMET
Commercialising Emerging Technologies program (AusIndustry)
143
CoMICTA
Committee of Marketing Information and Communication Technology Australia
CRF
Consolidated Revenue Fund
CRM
client relationship management
CSIS
Client Service Improvement Study
CSS
Commonwealth Superannuation Scheme
DAFF
Department of Agriculture, Fisheries and Forestry
DBCDE
Department of Broadband, Communications and the Digital Economy (former
Department of Communications, Information Technology and the Arts – DoCITA)
DEEWR
Department of Education, Employment and Workplace Relations
(former Department of Education, Science and Training – DEST)
DEWHA
Department of the Environment, Water, Heritage and the Arts
DFAT
Department of Foreign Affairs and Trade
DIAC
Department of Immigration and Citizenship
DIISR
Department of Innovation, Industry, Science and Research
(former Department of Industry, Tourism and Resources – DITR)
DITR
Department of Industry, Tourism and Resources
(now Department of Innovation, Industry, Science and Research – DIISR)
DoCITA
Department of Communications, Information Technology and the Arts
(now Department of Broadband, Communications and the Digital Economy – DBCDE)
DOIR
Department of Industry and Resources (WA)
DSRD
Department of State and Regional Development (NSW)
DTED
Department of Trade and Economic Development (SA)
EADS
ECA
Employee Collective Agreement
EFIC
Export Finance and Insurance Corporation
EMDG
EMEA
FAPM
Federation of Automotive Products Manufacturers
FBT
fringe benefits tax
FDI
foreign direct investment
FMA
Financial Management and Accountability Act
FMO
Finance Minister’s Orders
FOI
freedom of information
FTA
free trade agreement
GRI
Global Readiness Index Survey
GST
goods and services tax
HE
His/Her Excellency
HH
His/Her Highness
HR
human resources
144
IA
Invest Australia
ICN
Industry Capability Network
ICT
information and communication technology
IPO
International Procurement Office
IT
information technology
ITES
International Trade Enhancement Scheme
LNG
liquefied natural gas
MCIT
Ministerial Council for International Trade (former National Trade Consultations – NTC)
MOU
memorandum of understanding
MP
Member of Parliament
NAB
National Australia Bank
NEA
North East Asia
NEDP
New Exporter Development Program
NHS
UK National Health Service
NTC
National Trade Consultations (now Ministerial Council for International Trade – MCIT)
OEE
overseas-engaged employees
OH&S
occupational health and safety
OPA
Official Public Account
PM&C
Department of the Prime Minister and Cabinet
PPA
purchaser–provider agreement
PSS
Public Sector Superannuation Scheme
PSSap
Public Sector Superannuation accumulation plan
R&D
research and development
RAFW
Rosemount Australia Fashion Week
RET
Department of Resources, Energy and Tourism (former Department of Industry, Tourism
and Resources – DITR)
SAMPG
Supplier Access to Major Projects Global program
SCO
Standing Committee of Officials (former Senior Trade Officials Group – STOG)
SEASAP
SES
senior executive service
SLA
service–level agreement
SMEWG
Small and Medium Enterprises Working Group
STOG
Senior Trade Officials Group (now Standing Committee of Officials – SCO)
TAFE
Technical and Further Education
WGTP
Working Group on Trade Promotion (now incorporated into the Small and Medium
Enterprises Working Group – SMEWG)
WRC
workplace relations committee
145
Compliance index
This index was prepared in accordance with the Requirement for Annual Reports approved by the Joint
Committee of Public Accounts and Audit on 18 June 2008.
Description
Page
Requirement
Letter of transmittal
5
Mandatory
Table of contents
1
Mandatory
Index
149–54
Mandatory
Glossary
143–45
Mandatory
Contact officer(s)
155
Mandatory
Internet home page address and internet address for report
155
Mandatory
Review by CEO
3–4
Mandatory
Summary of significant issues and developments
ii, 3–4
Suggested
Overview of agency’s performance and financial results
59–60, 73
Suggested
Outlook for following year
4
Suggested
Significant issues and developments – portfolio
n/a
Portfolio
departments
– suggested
Overview description of agency
i, 2, 9–11
Mandatory
Role and functions
9
Mandatory
Organisational structure
10
Mandatory
Outcome and output structure
11
Mandatory
Where outcome and output structures differ from PBS format,
details of variation and reasons for change
13
Mandatory
Portfolio structure
n/a
Portfolio
departments
– mandatory
Review of performance during the year in relation to outputs
and contribution to outcomes
12–60
Mandatory
Actual performance in relation to performance targets set out in
PBS/PAES
13, 40, 48, 52, 57,
59–60
Mandatory
Performance of purchaser–provider arrangements
138–9
If applicable,
mandatory
Review by the Chief Executive Officer
Agency overview
Report on performance
146
Where performance targets differ from the PBS/PAES, details of both
former and new targets, and reasons for the change
n/a
Mandatory
Narrative discussion and analysis of performance
12–60
Mandatory
Trend information
59–60
Suggested
Factors, events or trends influencing departmental performance
n/a
Suggested
Significant changes in nature of principal functions/services
3–4, 9, 15, 17
Suggested
Performance against service charter customer service standards,
complaints data, and the agency’s response to complaints
14–15
If applicable,
mandatory
Social justice and equity impacts
n/a
Suggested
Discussion and analysis of the agency’s financial performance
73–4, 78–125, 134–5
Mandatory
Discussion of any significant changes from the prior year or from budget
n/a
Suggested
Summary resource tables by outcomes
134–5
Mandatory
Developments since the end of the financial year that have
affected or may significantly affect the agency’s operations or
financial results in future
n/a
If applicable,
mandatory
Statement of the main corporate governance practices in place
63–7
Mandatory
Names of the senior executive and their responsibilities
64
Suggested
Senior management committees and their roles
65
Suggested
Corporate and operational planning and associated performance
reporting and review
11, 63, 65
Suggested
Approach adopted to identifying areas of significant financial or
operational risk and arrangements in place to manage risks
66–7
Suggested
Certification of compliance with the Commonwealth Fraud
Control Guidelines
67
Mandatory
Policy and practices on the establishment and maintenance
of appropriate ethical standards
66, 69
Suggested
How nature and amount of remuneration for SES officers is determined
n/a
Suggested
Significant developments in external scrutiny
67–68
Mandatory
Judicial decisions and decisions of administrative tribunals
67–68
Mandatory
Reports by the Auditor-General, a Parliamentary Committee
or the Commonwealth Ombudsman
67–68
Mandatory
Assessment of effectiveness in managing and developing human
resources to achieve agency objectives
68–72
Mandatory
Workforce planning, staff turnover and retention
68–69
Suggested
Impact and features of certified agreements and AWAs
69
Suggested
Training and development undertaken and its impact
71
Suggested
Management accountability
External scrutiny
Management of Human Resources
147
Occupational health and safety performance
72
Suggested
Productivity gains
n/a
Suggested
Statistics on staffing
131–3
Mandatory
Certified agreements and AWAs
69, 133
Mandatory
Performance pay
70
Mandatory
74
If applicable,
mandatory
75–6
Mandatory
76
Mandatory
76
Mandatory
76
Mandatory
72
Mandatory
78–125
Mandatory
Occupational health and safety
(section 74 of the Occupational Health and Safety Act 1991)
72
Mandatory
(subsection 8(1) of the Freedom of Information Act 1982)
130
Mandatory
Advertising and market research
(Section 311A of the Commonwealth Electoral Act 1918)
136–7
Mandatory
Ecologically sustainable development and environmental performance
(Section 516A of the Environment Protection and Biodiversity
Conservation Act 1999)
140
Mandatory
Discretionary grants
n/a
Mandatory
Correction of material errors in previous annual report
102
If applicable,
mandatory
Assets management
Assessment of effectiveness of assets management
Purchasing
Assessment of purchasing against core policies and principles
Consultants
Number of new consultancy services contracts let; total expenditure
on all new consultancy contracts let; number of ongoing consultancy
contracts active in the reporting year; and total expenditure on ongoing
consultancy contracts. Additional information on consultancy services
contracts let to the value of $10,000 or more. Reference to information
on the AusTender website.
Australian National Audit Office Access Clause
Absence of provisions in contracts allowing access by the
Auditor-General
Exempt contracts
Contracts exempt from the AusTender
Commonwealth Disability Strategy
Report on performance in implementing the Commonwealth
Disability Strategy
Other information
148
Index
A
Australian Government, advice to, 48–51
Abu Dhabi, 21, 30, 31, 53
accountability, 63–8
Aconex, 21
ACT Government, 24
Administrative Appeals Tribunal (AAT), 46, 67
Advertising and market research, 136–7
AEON Group, 33
Africa, 7, 28–31
AGL, 39
AgQuip, 19
Agribusiness Team, 19, 24
Airbus, 17
Airservices Australia, 139
Americas region, 7, 23–7
Anglo Ashanti, 31
Australian Music Office, 76
Australian Olympic Committee, 54
Australia–Papua New Guinea Ministerial Forum, 39
(AUSFTA), 24, 50
Australian Aerospace, 17
Australian Export Awards program, 3
Australian Football League (AFL), 31, 52
(AIMIA), 25
Australian International Marine Export Group, 20
Australian National Audit Office (ANAO), 49, 67
Australian Trade Commission Act 1985, 9, 63, 67, 69
Australian Wine and Brandy Corporation, 26, 138
awareness raising, 52–6
Anglo Platinum mine, 31
B
Argentina, 27, 49
Baker Kavanagh Architects, 31
Asia Pacific Advertising Festival (ADFEST), 38
Bali, 39
Asia Pacific Economic Cooperation (APEC), ii, 27, 30,
38, 50, 51, 53, 128
Bangkok, 38
Asset Aviation, 30
Belgium, 29
asset management, 74
Attorney-General’s Department, 138
Auckland, 54, 58, 138
Audit and Risk Committee, 66, 67
Auditor-General, 67
AusAID, 37, 49
AusIndustry, 2, 7, 21, 35, 139
AusTender, 75, 76
Austrade Student Centre site, 56
Australia Business Week, 27
Australia Day Achievement Medallions program, 71
Australia Festival, 26
(ACCI), 55
Australian Export Awards, 49, 50, 53, 55
Australian Federal Police (AFP), 138
149
Beijing Olympic Games 2008, 17, 33, 53, 54, 74
BIO 2008, 25
Bishop Technology Group, 35
Boeing, 30
Botswana, 31
Boundary Bend Limited, 55
Brand Australia, 53
Bravura Solutions Limited, 55
Brazil, 49
BridgeClimb, 55
Bristol Farms, 25
BTF, 35
Business Club Australia (BCA), 3, 11, 21 29, 49, 53,
54, 74
business continuity planning, 74
Business SA Export Awards, 55
C
D
Callidan Instruments, 55
Daming Palace, 33
Canada, 23, 24, 25, 26, 29
Defence and Security Systems, 17
CareFlight, 47
Democratic Republic of Congo, 31
Carr, Hon Senator Kim, 49
Denton Corker Marshall, 29
Cartridge World, 30
Department of Agriculture, Fisheries and Forestry
(DAFF), 138
cattle exports, 29
Changi International Airport, 38
Chief Executive Instructions, 75
Chief Executive Officer, 3–4, 10, 63, 64, 65, 67
Chief Executive Officer’s report, 3–4
Chile, 27, 49
Department of Broadband, Communications
and the Digital Economy (DBCDE), 139
Department of Education, Employment and
Workplace Relations (DEEWR), 138
Department of Finance and Deregulation, 49
China, 3, 18, 19, 32, 33, 49
Department of Foreign Affairs and Trade (DFAT),
4, 25, 39, 49, 50, 51, 57, 58, 63, 74, 138
Citarella, 25
Cityscape exhibitions, 30–1
Department of Immigration and Citizenship (DIAC),
57, 58, 138
CitySwitch Green Office initiative, 140
Clean Energy Council, 18
clean energy team, 17
Client Relationship Management (CRM) system, 15
client satisfaction, 13, 14, 57, 60, 127
Client Service Charter, 14, 72, 127
client service improvement study (CSIS), 14
Clough Engineering, 17
Cochlear Limited, 50, 55
Commercialising Emerging Technologies (COMET)
program, 21
Committee of Marketing Information and
Communications Technology in Australia
(CoMICTA), 139
Commonwealth Fraud Control Guidelines 2002, 67
Commonwealth Privacy Principles, 68
Commonwealth Procurement Guidelines, 75, 76, 140
Department of Industry and Resources (DOIR) (WA),
139
Department of Infrastructure, Transport, Regional
Development and Local Government, 139
Department of Innovation, Industry, Science and
Research (DIISR), 17, 21, 49, 51, 68, 139
Department of Resources, Energy and Tourism
(RET), 18, 49, 139
(DSRD) (NSW), 19, 38, 51, 128, 139
Department of the Environment, Water, Heritage
and the Arts (DEWHA), 18, 138, 140
Department of the Prime Minister and Cabinet
(PM&C), 51
CommunicAsia 2008, 37
(DTED) (SA), 139
complaints, 14
Deputy Chief Executive Officer, 10, 35, 63, 64, 65
compliments, 14
DHL Australian Exporter of the Year, 50, 55
consular, passport and immigration services, 2, 9,
11, 57–58, 138
disability action plan, 72
consultants, 76
Disability Discrimination Act 1992, 72
Discover Australia wine promotions, 26
contracts and agreements, 75
Downing Teal, 27
corporate governance, 63–8
Dubai, 21, 30, 31, 54, 58, 138, 139
Corporate Partnerships program, 18
corporate planning, 65
Cosmoprof Asia, 35
Council of Australian Governments (COAG), 50
Crean, Hon Simon, MP, ii, 3, 11, 19, 25, 33, 37, 39, 49,
50, 55
150
E
ecologically sustainable development, 140
Ecotech (Economic and Technical Cooperation), 50
employee agreements, 69
employee awards, 71, 72
Employee Collective Agreement (ECA), 69
employee consultation, 69
End of Fashion, 35
England, 29
Enterprise Risk Management Plan, 66
Environmental Management System (EMS), 140
ethics, 67, 69
Eurocopter, 17
Europe, 7, 28–30, 51
Europe, Middle East and Africa (EMEA) region, 7,
28–31
(EADS), 17
Executive, 64
Financial Management and Accountability Act 1997,
9, 63, 67
financial resources, 2, 10, 73, 134–5
financial statements, 78–125
Fine Food Australia exhibition, 20, 38
Flight Training Adelaide Pty Ltd, 55
Food and Hotel Asia, 38
Foreign Affairs and Trade portfolio, 9
foreign direct investment (FDI), 4
Forest Products Association, 33
Foster Wheeler, 17
France, 29, 54
fraud control, 46, 67
Fraud Control Plan, 67
free trade agreements, 4, 23, 37, 39, 50
freedom of information, 68, 130
Freedom of Information Act 1982, 68, 75
G
Expo Australia, 26
G’Day USA Week, 25
Expomin, 27, 49
G’Day Vancouver: Australia Week, 26
Export and investment services, 13–39
Games Developers Association of Australia, 25
Export and Investment Services Division, 17, 68
Games Developers Conference, 25
Export Finance and Insurance Corporation (EFIC),
15, 49, 55
Germany, 29
Export Hubs, 2, 7, 46
GHD, 29
Export Market Development Grant (EMDG) scheme,
ii, 2, 3, 4, 9, 10, 21, 35, 40–7, 53, 66, 73, 127
Gillard, Hon Julia, MP, 53
Export Market Development Grants Act 1997, 45, 67
Global Connections, 56
Exporter of the Year, 50, 55
Global Opportunities program, ii, 3, 4, 9, 15, 17, 51, 68
Exporter Services, 17
Global Petroleum Show, 26
Exporting for the Future, 53, 56
Global Readiness Index (GRI), 15
external scrutiny, 67–8
global supply chains, 4, 14, 15, 17, 37
Exxon Mobil, 39
GMA Garnet Pty Ltd, 55
Ghana, 31
Global Austrader Awards, 71
Go Abroad education show, 26
F
Gold Coast City Council, 20
Fancy Food Show, 25
government advice and coordination, 48–51
fashion, 20, 25, 38
Greece, 30
Federation of Automotive Products Manufacturers
(FAPM), 17
Greenhouse Challenge Plus program, 140
Fiji, 19
GroundProbe, 31, 45
Film and Television Office, 38
Guam, 39
151
Griffith University, 56
H
L
Harcourt, Tim, 53
labour law compliance, 70
HarvestRoad Limited, 27
Latam SITEVI Wine Technology exhibition, 27
Health, Biotechnology and Wellbeing team, 19
Latin America, 23, 24, 26, 27, 49
Hero Supermarkets, 39
Law Council of Australia, 18
Hong Kong, 19, 32, 35
Law Institute of Victoria, 18
HOSPIMedica Australia trade exhibition, 19
legal services, 75
human resource management, 68–72
legislation, 67
HwaSung Precision, 35
Lend Lease, 29
I
Liferaft Systems Australia Pty Ltd, 55
Lime Light Music Consulting, 35
Imagination Entertainment, 55
London, 29, 54
IMG Fashion, 20
London Olympic Games 2012, 17, 29
Incat, 34
M
India, 3, 18, 19, 31, 37, 49, 51
Indonesia, 29, 36, 37, 39, 49, 50
Macau, 32
Industry Capability Networks (ICNs), 17
Macquarie Bank Ltd, 54, 55
Industry Group, 17
Madang, 39
information resources, managing, 76
Malaysia, 19, 39
internal audit, 67
Malaysia International Halal Showcase (MIHAS), 39
internal controls, 66
International Architectural Platform Australia
(IAPA), 33
International Monetary Fund, 24
management committees, 65
Marine Industry network, 20
market research, 136
Meat and Livestock Australia, 29
international procurement offices, 37
Melbourne Commonwealth Games 2006, 54
Invest Australia (IA), 3, 139
inward investment, 2, 4, 9, 11, 15, 17, 139
Melbourne Cup Carnival, 54
Iran, 19
Mexico, 51
Ireland, 28
Microsoft, 24
Israel, 28, 29
Middle East, 7, 28–31
Italy, 29
Mining Indaba, 31
J
Minister for Trade, ii, 3, 9, 11, 19, 25, 33, 37, 38, 39,
49, 51, 55, 63
Jacobs Engineering Group, 17
Ministerial Council for International Trade, 4, 50
Jakarta, 39
Minister’s satisfaction, 48, 49, 52
Japan, ii, 21, 25, 32, 33, 34, 35, 49
Ministers, support to, 4, 49
Johannesburg, 31
Modelcraft, 31
John Walker Crime Trends Analysis, 24
Mongolia, 32
JUSCO supermarket chain, 33
Mumbai, 37, 139
K
Murphy, Hon John, MP, 4, 27, 49, 50
music industry, 35
Kisschasy, 35
Korea, 32, 35
KPMG, 19, 27, 67
152
N
performance framework, 11
Nagoya office, 33
Nakheel, 31
Namibia, 31
Natchan World, 34
National Health Service UK, 19, 29
National Indigenous Cadetship program, 72
National Restaurant Association Show, 25
National Trade Consultations (NTC), 50
‘Net Benefit to Australia Test’, 45
New Caledonia, 19
New Delhi, 19, 37, 139
New Delhi Commonwealth Games 2010, 17
New Exporter Development Program (NEDP),
3, 14, 18, 46, 53
performance indicators, 11
performance management, 15, 66, 68, 69, 70
performance reporting, 12–60
Philippines, the, 19
Planet Oz – Walk on Australia’s Wild Side, 26
Prime Minister, 4, 33, 49
Privacy Act 1988, 68
protective security, 74
Public Service Act 1999, 9, 63, 67, 69
purchaser–provider arrangements, 138
purchasing, 75
Q
Qantas, 25
New Zealand, 4, 29, 49, 50
Queensland Government, 20
Nigeria, 31
Queensland Health, 47
North East Asia (NEA) region, 7, 32–5
R
Norway, 30
Renewable Energy and Energy Efficiency
Partnership (REEEP), 18, 24
O
O’Byrne, Mr Peter, 3, 4, 10, 37, 50, 63, 64, 72
occupational health and safety, 72
offshore network, 2, 4, 7, 22–3
Oil Search, 39
Old Man River, 25
onshore network, 2, 4, 7, 16
Optimatics, 24
organisational structure, 10
Orica Mining Services, 27
output performance, 59–60
outward investment, ii, 4, 9, 13, 15, 35, 60, 139
OzBuild 2007, 39
OzMine 2008, 39
P
Review of Export Policies and Programs, 4, 46, 51
Review of the National Innovation System, 51
risk management, 46, 63, 65, 66, 67, 74
Rosemount Australia Fashion Week (RAFW), 20
Rudd, Hon Kevin, MP, 33, 49
Rugby World Cup 2007, 29, 54
Russell Mineral Equipment Pty Ltd, 55
Russia, ii, 30, 51
S
Sanctuary Cove International Boat Show, 20
Santos, 39
Scandinavia, 30
Science World, Vancouver, 26
Pacific, ii, 7, 36, 37
Papua New Guinea, 39, 49
Parliament, accountability to, 49
Parliamentary inquiries and briefings, 51
Parliamentary reception, 50
Parliamentary Secretary to the Minister for Trade,
4, 27, 49, 50
performance bonus payments, 70
153
Republic of Korea, 32, 35
Security Upgrade Project, 74
Senior Trade Officials Group (STOG), 50
service standards, 14, 127
Shedden Ude, 17
Sinar Supermarkets, 39
Sinclair Knight Merz (SKM), 27, 29
Singapore, 4, 17, 37, 38
Singapore–Australia Free Trade Agreement, 37, 50
Slope Stability Radar, 31, 45
V
Small and Medium Enterprises Working Group
(SMEWG), 50
Victoria Racing Club, 54
SOGO Food Halls, 39
Victorian Government, 17, 30
video conferencing, 65, 76
Sony Music Publishing (Japan), 25
Vietnam, ii, 21, 36, 37, 38, 51, 52, 71, 72
South Africa, 31
Vietnam Chamber of Commerce and Industry, 38
South Asia, 7, 36
visa services, 57, 58
South Australian State Government, 17
South by Southwest Music and Media Conference, 25
South East Asia, South Asia and Pacific (SEASAP)
region, 7, 36–9
staff, 2, 10, 58, 68–72
Vladivostok Avia, 30
W
Wales, 54
Wallis Consulting, 14
staffing resources, 131–5
Standing Committee of Officials (SCO), 50
Study in Australia exhibition, 39
Supplier Access to Major Projects Global (SAMPG)
program, 17
Sustainability in Construction seminar, 29
Sweden, 30
Washington International Renewable Energy
Conference, 24
water conservation, 24
Water Industry Alliance, 24
web presence, 56
Weis, 35
Sydney 2000 Olympic Games, 54
Western Europe, 28
T
Wine for Asia, 38
Taiwan, 19, 32, 35
wine promotions, 26
white cypress timber, 33
Women Business Leaders Mission to India, 37, 52
Tang Dynasty Imperial Palace, 33
Women in Export, 37, 52, 53
Tanzania, 31
Working Group on Trade Promotion (WGTP), 50
Technip, 17
workplace diversity, 72
Thailand, 4, 36, 37, 38, 50
Thailand–Australia Free Trade Agreement, 37, 50
Thales Air Systems, 38
World Environment Day, 18
Worley Parsons, 17
Tourism Australia, 25, 53
trade and industry policy, 50
X
TradeStart, 2, 3, 7, 16, 18, 46, 53, 128–9
training and development, 58, 67, 68, 69, 71, 75
Truss, Hon Warren, MP, 38, 49
U
Xi’an Qujiang Cultural Industries Development
Zone, 33
Y
Yuile, Mr Peter, 10, 35, 63, 64
UN Climate Change Conference, 39
Unichem Boots, 29
Z
Unistraw International Ltd, 55
United Arab Emirates (UAE), 20, 21, 30, 31, 47
United Kingdom, 19, 28, 29
Workplace Relations Committee, 69
Zambia, 31
Zampatti, Carla, 37
United States, 4, 19, 23–5, 49, 51
Utsav (Celebrate) Australia, 3, 37, 52
154
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Annual Report

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