AUSTRALIAN TRADE AND INVESTMENT COMMISSION - CORPORATE PLAN 2020-21 - Austrade
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AUSTRALIAN TRADE AND INVESTMENT COMMISSION CORPORATE PLAN 2020–21
CONTENTS
Plan on a page 2
Introduction4
Purpose5
Key Activities 6
Table 1—Summary of Austrade’s purposes and activities 6
Figure 1—Relationship between Portfolio Budget Statements, Corporate Plan
and Annual Performance Statement 8
Operating Context 9
Environment and economic outlook 9
Capability11
Operating structure and subsidiaries 14
Figure 2—Austrade’s organisational structure at 30 June 2020 15
Risk oversight and management 16
Performance17
Table 2—Key performance measures for Client Services—Trade facilitation 18
Table 3—Key performance measures for Client Services—Investment attraction 20
Table 4—Key performance measures for Policy 21
Table 5—Key performance measures for the delivery of consular and passport services 22
Appendix A—Key Agency Risks 23
Appendix B—List of requirements 25
Corporate Plan 2020–21 1PLAN ON A PAGE
Our purpose To deliver quality trade and investmen
Contribute to Australia’s economic prosperity by promoting Australia’s export and other interna
Our outcomes
advice and services to businesses, associations, institut
Our focus
Trade promotion Investment attraction
areas
Our values: 111
111 total locations
• Generosity locations worldwide
of spirit 5 Landing Pads in global
innovation hotspots
• Innovation
• Collaboration Frankfurt Stockholm
Moscow
• Transparency London Berlin
Warsaw
Prague
Paris Zurich Ulaanbaatar
Milan Shenyang
Madrid
Istanbul Beijing
Tehran
West Jerusalem Islamabad
Tel Aviv
We identify and Kuwait
Chengdu
Wuhan Shangh
Our network
New Delhi
manage risk in a
69 overseas
Riyadh Dubai Guangzhou
Taip
positive way to Abu Dhabi Kolkata
Dhaka Shenzhen
Hong Kong
take advantage Mumbai Yangon Hanoi
Hyderabad Man
of opportunities Bangalore Bangkok
and to support Chennai Ho Chi
Minh City
our strategy Accra Colombo
Kuala
Lumpur
Singapore
Nairobi
Jakarta Surabaya
Darwin
Our capabilities:
• Client services
11 consular
Johannesburg
• Cooperation
• People Perth
• Information A
and technology
• Security
10
locations in Australia
2 Australian Trade and Investment Commissionnt services to businesses to grow Australia’s prosperity
The protection and welfare of Australians abroad
ational economic interest through the provision of information,
through timely and responsive consular and
tions and government
passport services in specific locations overseas
Policy Consular and passport
69 locations overseas
11 providing consular services
Vancouver
Toronto
Chicago Boston
New York
Seoul San Francisco Washington DC
Tokyo
Osaka
Houston
hai
pei
n Austrade presence overseas
Austrade presence overseas where the agency Mexico City
nila also provides consular services
Austrade Landing Pad
Australian Trade and Defence Office Bogota
Austrade office in Australia
n Port Moresby Lima
Suva
Sao Paulo
Brisbane
Canberra Newcastle Santiago
Sydney
Adelaide Auckland Buenos Aires
Wollongong
32
Melbourne
Hobart
TradeStart locations
Corporate Plan 2020–21 3INTRODUCTION
As acting Chief Executive Officer, and the these important tourism sites can open as soon
accountable authority of the Australian as conditions allow. These programs complement
Trade and Investment Commission, it gives the existing Export Market Development Grant
me great pleasure to present the 2020–21 program, which underwent a review during 2020.
Austrade Corporate Plan. The Plan covers the Austrade looks forward to the release of the review,
four reporting periods to 30 June 2024, as and to developing and implementing its response.
required under paragraph 35(1)(b) of the Public
With the closure of international and domestic
Governance, Performance and Accountability Act
markets, tourism has been amongst the sectors hit
2013 (PGPA Act) and Part 7 of the Australian
hardest by the pandemic, on top of the challenges
Trade and Investment Commission Act 1985.
posed by the bushfires of summer 2019–20. In
Austrade’s highest priority in the immediate future tourism, we will bring our policy expertise to bear
is assisting Australia to recover economically to develop a tourism recovery plan, followed by a
from the COVID‑19 pandemic. It is clear that the longer‑term strategy. More immediately, we will
pandemic has triggered economic downgrades in implement the bushfire recovery schemes that
almost every area. Its impact has been so sudden were deferred as a result of COVID‑19.
and so massive that traditional forecasting models
How will we meet the rapidly‑changing demands
have struggled to provide meaningful outputs,
for our skills and resources? We have been able
making the future even more opaque. What does
to respond nimbly to these new demands by
this mean for Austrade and its clients?
identifying existing skills within our staff and
It means that we must be ready to react quickly to standing up teams quickly to establish the new
opportunities, and where possible, to anticipate programs. Where necessary, we will bring in
them. We will assist our clients—some of whom outside expertise to provide additional skills
have been unable to access their existing and resources. This will require a different way
markets—to diversify into new or ancillary of working, but that is a change we have already
markets. A recent example of this has been how embarked on in our client service redesign. By
Austrade has employed its networks and market providing a higher proportion of our services
knowledge to assist the Australian barely sector digitally, we will free up resources to respond to
to broaden its reach. This may involve advice on the pandemic and support high‑growth businesses
changing regulations, alternative transport links, expand into international markets. In some cases,
or new products to meet emerging demands. the response to COVID‑19 will mean that we
Austrade will stand ready with its international have to change the priorities given to some of
network to facilitate these changes. That network our existing activities. This should not come as a
is the foundation of our ability to connect surprise: as I set out at the beginning, our highest
Australia to the world, and the world to Australia. priority is to help Australia recover economically,
and we will do what we must to make that happen.
The four years of this plan will be marked by
a rapidly changing environment and evolving I have great faith that our staff will step up
Government priorities, to which Austrade will to meet these challenges. They have already
remain sensitive and responsive. The Government displayed engagement, flexibility and a willingness
has already entrusted us to run two significant to go the extra mile to deliver for our clients.
response programs: the International Freight I know I can rely on them as we embark on a new,
Assistance Mechanism to re‑establish vital less certain journey.
international air freight links broken in the wake of
Tim Beresford
the pandemic, and the Supporting Exhibiting Zoos
Acting Chief Executive Officer
and Aquariums Program to ensure that the animals
in zoos and aquariums are fed and cared for, so that
4 Australian Trade and Investment CommissionPURPOSE
To deliver quality trade and investment services to businesses
to grow Australia’s prosperity
We are the Australian Trade and Investment The COVID‑19 pandemic is likely to have an
Commission—Austrade—and we’re responsible enormous impact on Australian prosperity over
for promoting Australian trade, investment and the next four years. Austrade’s purpose remains
education to the world, as well as helping secure unchanged: to grow our prosperity. How we help
Australia’s tourism industry. We help Australian our clients contribute to that growth will evolve in
businesses grow by linking them to global response to the challenges posed by the disease.
export opportunities; we attract international Our strategies to respond are set out in the
investment to help Australia reach its economic following sections of the plan.
potential; we help scale‑ups innovate and go
We also help Australian citizens by providing
global; we assist our tourism industry with policy
consular and passport services in designated
and programs; and we promote Australia’s
overseas locations. For 2020–21, a particular
leading‑edge education services to the world to
focus of Austrade’s consular activity will be
help drive growth in this sector.
assisting in the repatriation of Australians
We can help business navigate the challenging overseas who have been affected by
geopolitical environment and spot opportunities COVID‑related travel restrictions.
to add value, faster and more efficiently, as well
Australian businesses selling their products
as contributing to policy discussions on trade and
successfully overseas, and foreign investment
investment issues across Government.
that increases the productivity of the Australian
economy, are both major contributors to
Australian prosperity. More exports and
investment mean more profitable Australian
companies, and more employment at home.
Corporate Plan 2020–21 5KEY ACTIVITIES
TABLE 1—SUMMARY OF AUSTRADE’S PURPOSES AND ACTIVITIES
Purpose To deliver quality trade and investment services to businesses to grow Australia’s prosperity
Objectives Austrade contributes to Australia’s economic prosperity. We leverage the deep commercial knowledge and relat
our clients. Our clients include exporters of Australian products and services, buyers or possible buyers of Aust
into Australia. Over the life of this plan, Austrade’s top priority will be to assist in the recovery of Australia’s eco
Outcome Outcome 1—Contribute to Australia’s economic prosperity by promoting Australia’s export and other internatio
(from PBS) advice and services to business, associations, institutions and government
Focus Client services— C
areas Trade Facilitation Inve
Activities • Austrade’s activities over this plan will be strongly influenced by the Government’s • Austrade is increasing
response to COVID‑19. As part of the Government’s $1 billion Relief and Recovery investment into prior
Fund we will administer programs to assist Australia’s response to the COVID‑19 approach has an incre
pandemic, including providing operational funding to zoos and aquariums. additional value to th
• We will administer the International Freight Assistance Mechanism to • Austrade will proactiv
help re‑establish air links to allow Australian exporters to get their products Australia’s economic
to their customers. regulatory environme
and work with potent
• We will administer the expanded Export Market Development Grants scheme, a
and facilitate their inv
financial assistance program for aspiring and current exporters.
Austrade’s priority inv
• Other programs—including the Regional Tourism Bushfire Recovery Grants Europe, North East A
program—will be delivered to protect jobs, small businesses and local economies
• As part of Austrade’s
by helping get tourists travelling into bushfire affected regions once they are
an increased focus on
ready to receive visitors safely following COVID.
Australia, and fosteri
• Using our deep commercial knowledge in Australia and overseas, we will deliver
• As part of the new ap
personalised services cost effectively and at scale, through digital platforms and
priority sectors that w
partners. These services will allow businesses involved in trade and investment—
including international education—to gain access to in‑market, high‑value – Resources
opportunities that will increase growth in revenue and jobs. We will identify – Energy
and establish contact with regulatory authorities, potential partners, service – Circular Economy
providers and customers, and provide global value chain and e‑commerce access – Defence, Advanced
advice and programs. – Digital Technologie
– Agrifood
• Under our Excelerate program, Austrade will provide dedicated client managers
– Health Industries
for targeted high growth businesses to help them expand internationally, invest in
– Infrastructure and
Australia, or buy more Australian goods and services.
• Austrade will also be d
• We will implement a nation brand. The new national brand will make will easier for
Excelerate services (s
Australia and Australian companies to attract international customers, investors,
approach to investme
students and visitors.
Enabling
Cor
Activities
6 Australian Trade and Investment Commissiontionships of our international and domestic networks to deliver valued services to Austrade also helps Australian
tralian products and services overseas, Australian tourism providers, and investors citizens overseas by providing
onomic prosperity from the COVID‑19 pandemic and 2019–20 bushfires. consular and passport services in
designated locations.
onal economic interests through the provision of information, Outcome 2—The protection and
welfare of Australians abroad through
timely and responsive consular
and passport services in specific
locations overseas
Client Services—
Policy Consular and passport services
estment Attraction
g the proactive targeting of productive • Over this plan’s four‑year period, • We will deliver comprehensive,
rity sectors in Australia. This new Austrade will apply particular focus responsive, and high‑quality consular
eased focus on an investment’s to assisting with the development of services to Australian travellers and
he Australian economy. innovative and productive programs citizens living overseas, including
to help Australian businesses notarial services and assistance
vely target potential investors, promote
respond to the challenges posed with welfare issues, whereabouts
credentials, explain the market and
by the COVID‑19 pandemic and enquiries, arrest or detention
ent, identify investment opportunities,
2019–20 bushfires. matters, deaths and medical
tial investors to develop business plans
emergencies. During 2020–21, we
vestment in Australia, particularly in • Austrade uses the intelligence
will assist Australians overseas
vestment markets of North America, and insights gained from its
impacted by COVID‑related travel
Asia, Greater China and Singapore. global network and interactions
restrictions to return to Australia.
with investors, exporters and
s response to COVID‑19, there will also be
international businesses to inform • We will deliver high‑quality
n assisting investors already present in
and contribute to Australian passport services to Australians,
ng reinvestment where possible.
Government policymaking. including processing new passport
pproach, Austrade has refreshed its applications, registering lost
• Austrade will lead tourism policy,
will shape our investment activity: or stolen passports, issuing
and work across government to
emergency passports, and detecting
provide input into domestic reforms
passport fraud.
which impact the Australian tourism
industry and education sector to • Consular contingency planning is
d Manufacturing and Space
become more competitive. reviewed and updated annually, and
es
effective contingency planning for
• Under the Tourism Research
major events or high‑risk scenarios
Australia banner, we will deliver a
is undertaken through regular
d Tourism range of statistics, research and
reviews of procedures and available
analysis to support investment
developing Universal and resources, staff training and
decisions, policy development
see page 11) as part of our new coordination with other government
and marketing for the Australian
ent. agencies and foreign governments.
tourism industry.
rporate Services
Corporate Plan 2020–21 7FIGURE 1—RELATIONSHIP BETWEEN PORTFOLIO BUDGET STATEMENTS, CORPORATE PLAN
AND ANNUAL PERFORMANCE STATEMENT
Outcome 1 Outcome 2
Contribute to Australia’s economic prosperity The protection and
by promoting Australia’s export and other welfare of Australians
Portfolio Budget Statements
international economic interest through the abroad through timely and
provision of information, advice and services responsive consular and
to businesses, associations, institutions passport services in specific
and government locations overseas
Program 1.1 Program 1.2
Program 2.1
Promotion of Australia’s Programs to promote
export and other Australia’s export and Consular and passport
international economic other international services
interests economic interests
Corporate Plan
purposes
To deliver quality trade and investment services to businesses
to grow Australia’s prosperity
(Annual Report)
Performance
Statement
Annual
Report against KPIs
8 Australian Trade and Investment CommissionOPERATING CONTEXT
Environment and economic outlook
INTRODUCTION AUSTRALIAN OUTLOOK
Australia faces multiple headwinds in its It is expected that the COVID‑19 pandemic, in
international export markets; disruption to its addition to the 2019–20 bushfires will have
supply chains, falling trade volumes and global considerable impact on economic performance.
recession. Trade is also being challenged by a shift
The evolving situation around and government
away from the rules‑based trading system and
responses to COVID‑19 makes it difficult to
rising protectionism. However, Australia is well
predict how the Australian economy will perform
placed to continue to supply our valuable mining,
over the four‑year life of this plan. However,
agriculture and services to the world, and will
we expect that growth will be impacted at
continue to advocate for the rules‑based system
least into 2020–21. This is on top of a slowing
that underpins successful international trade. In
domestic economy—Australia recorded subdued
terms of trade balance, Australia experienced a
growth of 0.3 per cent in Q4 2019, equating to
record high surplus of $67 billion in 2019, sharply
1.8 per cent year‑on‑year. It is expected that a
up from the previous two years: $23 billion in
pick‑up in exports to major trading partners once
2018 and $9.5 billion in 2017.
the pandemic is under control will provide some
economic activity; however, it is highly dependent
GLOBAL BACKDROP
on the length and severity of measures put in
The current global environment is uncertain with place to combat the spread of the virus. The
growth expected to be more subdued over 2020. Reserve Bank of Australia (RBA) in its August
A widespread decline in business confidence 2020 Monetary Policy Statement has warned
and higher policy uncertainty, alongside a fall Australia’s recovery is expected to be slow and
in aggregate demand is likely to have continued uneven, given the “high degree of uncertainty”
impacts on consumer spending, and business caused by the impact of the COVID‑19 pandemic.
investment in 2020 and 2021. While Australia Australia’s GDP will probably take several years
and several markets still have restrictions on to return to the trend path expected prior to the
international travel, it is difficult to know how virus outbreak. Geopolitical and trade tensions
long this will last after the peak of the COVID‑19 have recently escalated again, adding further
shock has passed. uncertainty to the outlook.
Since the COVID‑19 crisis, the OECD has already
revised expectations for global growth down as
far as 1.5 per cent in 2020, and it is expected
other forecasting agencies will do so throughout
the course of the year. The World Bank has
forecast global trade is expected to fall between
13% and 32% in 2020, while UNCTAD has
predicted that foreign direct investment will fall
by between 30 and 40 per cent during 2020–21.
Corporate Plan 2020–21 9INTERNATIONAL TRADE AND FDI EXPORTS
Australia’s stock of foreign direct investment International trade is a significant contributor
(FDI) is worth $968 billion, with the USA, UK, to the Australian economy, which makes its
Japan, the Netherlands and Canada comprising performance somewhat dependent on broader
the top five source markets. FDI stock has been global economic performance. Two‑way trade
growing by an average 8.5 per cent per year represents 43 per cent of the Australian
since 2011, and represented 51 per cent of our economy, and Australian goods and services
GDP at the end of 2019. However, it is expected exports reached a record value of $470 billion
that pervasive slowdown in economic activity in 2018–19, up from $403 billion in 2017–18.
and lower earnings within Australia’s largest Measures to protect human health around the
investment partners will reduce foreign direct world have put pressure on global supply chains
investment (FDI) flows into Australia. The closure with sudden restrictions on the movement of
of businesses, manufacturing and construction people and vessels.
is causing immediate delays in investment,
Australia’s top export markets for 2018–19
including greenfield projects. This shock to credit
were China, Japan, Republic of Korea, the United
availability, demand, and resultant investment
States and India. Collectively, the top five markets
may endure beyond the next 12 months.
accounted for 62 per cent of Australia’s total
exports of goods and services in 2018–19.1
It is important to note that all of Australia’s major
trading partners have been impacted in some way
by the current pandemic.
1 Department of Foreign Affairs and Trade (2020) Australia’s goods and services by top 15 partners 2018–19
10 Australian Trade and Investment CommissionCapability
Austrade’s ability to achieve our purpose hinges Our universal services will deliver personalised
on our organisational capability: the human, experiences and help us to inspire more
technological, and financial capacity to act for Australian businesses to export. The services
the benefit of our clients. Our capability, and provide information and insights to help
how we develop it in response to our changing businesses make successful international
environment (see Operating Environment decisions and connections. This stream uses
section below) and evolving client needs, are key digital platforms and partner networks to
determinants in how we will achieve our purpose, deliver personalised services at scale and
especially as we are called on to provide new and cost effectively.
changed services to our clients as a response to
In addition, we are seeking to maximise the
the COVID‑19 pandemic.
economic benefit to Australia of trade and
Austrade has identified five core components investment by working more intensively with
that are fundamental to our capability: those companies with the greatest potential to
have an economic impact (whether exporting
• Our client service redesign
from Australia, investing in Australia or buying
• A networked organisation Australian goods or services). This service stream,
• Developing our people known as Excelerate, is focused on delivering
• Digital first higher value‑added, longer‑term and consistent
• Security. support to businesses with the greatest potential
to contribute to Australia’s economic prosperity.
CLIENT SERVICE REDESIGN 2020–21 will be the first full year that these new
services are employed on the trade facilitation
Austrade is improving the way we work with
side of Austrade’s business.
clients so we can better meet their needs—
and in return, deliver stronger benefits to We are also reshaping our investment services by
the Australian economy. We recognise that working more intensively with those companies
our client base is changing, and also that our with the greatest scope to add economically
existing clients’ needs are changing. We must and strategically to Australia’s economy. With
therefore change our service offering to meet a renewed set of priority sectors for Austrade
their expectations. The recent iteration of our to target, we will become more proactive
service model is designed to deliver more of in identifying and facilitating investment
Austrade’s valued services to more businesses opportunities. Other elements of the new
and to help high‑potential clients have greater approach include:
economic impact. The effects of the COVID‑19
pandemic have made Austrade’s shift to this new • A new dedicated investment team to pursue
digital‑first service model even more pressing. opportunities, with support from our sector
In a world where face‑to‑face contact is risky, Centres of Excellence
the ability to deliver services efficiently online is • Implementing a key account management
essential, while the grave economic fallout from approach, including a systematic approach to
the virus means that the demand for Austrade’s aftercare and reinvestment services
services will remain high. At the same time, in
• A new rigorous approach to triaging
a time of budgetary constraint there will be
opportunities to ensure our services are
intense pressure for Austrade to ensure we truly
targeted at the highest impact companies
maximise the economic impact of what we do.
Corporate Plan 2020–21 11This redesign is a critical part of Austrade’s Austrade maintains close and productive
strategy for the next four years. As the new working relationships with agencies within the
services come on‑line early during the life of this Foreign Affairs and Trade portfolio such as
plan, the proportion of clients using the new Tourism Australia and Export Finance Australia,
services will rise, as will the proportion of our coordinating international engagement and
resources that we dedicate to the new model. In agency activity to support broad portfolio
parallel, the proportion of our clients using our outcomes. Austrade and DFAT continue to
‘legacy’ services will decline. improve the coordination of their complementary
activities, both on and offshore, particularly
A NETWORKED ORGANISATION through joint development of commercial
diplomacy at posts.
We will work with our partners to identify who
provides similar service, information, and/or Over the next four years, Austrade will intensify
processes as Austrade and then decide jointly its co‑operation with the states and territories. In
who is best placed to deliver it to our clients, particular, this will involve greater co‑ordination
reducing duplication and providing our clients in business planning to minimise duplication of
with a better and more seamless service. efforts, and to ensure that our clients receive the
best possible service.
To increase value for businesses with our
partners, we have three guiding principles:
DEVELOPING OUR PEOPLE
• Information and services should be delivered at
In 2020 Austrade is co‑designing a capability
the right time where businesses look for it
development approach with our partners and
• We will work with partners which sign up to the for our clients. Through this project we will
‘no wrong door’ approach build Austrade’s capability to become a centre
• We will focus on what we do best and where we of excellence for the delivery of high quality
add the greatest value universal services, allowing us to meet future
demands as operating environment and client
Similarly, where our partners provide needs continue to evolve. In addition, Austrade
complementary services, information or will take a lead role in building capability for trade
processes to Austrade’s, we will ensure that and investment promotion agencies around
clients have simple “one‑stop shop” access the nation by co‑designing and co‑delivering
to them. relevant and consistent training to the State and
Territories as well as Austrade staff. The demands
Austrade strategically engages with industry
on our staff to stand up new products and teams
associations and chambers of commerce and
have underlined the need for flexibility in how
industry, particularly those which operate in
we work. We will continue efforts to provide
sectors where Australia has a comparative
systems that support our staff as they move
advantage. This approach helps increase
teams, change services, or the locations where
Austrade’s reach into the business community
they work.
and leverages external resources, knowledge
and skills. We engage closely with Australian Given Austrade’s responsibilities and objectives,
Chambers of Commmerce overseas, but also with Austrade places particular emphasis on
multi‑cultural business chambers in Australia. attracting high‑quality, talented people,
particularly from the corporate sector, to work
with the agency.
12 Australian Trade and Investment CommissionDIGITAL FIRST intelligence and will better position Austrade to
target business and relationships, identify market
Austrade relies on knowledge and information opportunities and drive its strategic priorities.
systems to advance Australia’s trade, investment,
international education, and tourism interests. Austrade continues to invest in agile,
As a global organisation, it is critical that all multi‑disciplinary teams to better support
information assets are available and accessible, the effective delivery of client and internal
any time, from any location, through a channel of services through continual improvement and
choice, for both clients and Austrade operations. personalisation of products and services.
As Austrade moves towards greater use of digital Austrade’s strategy will continue to adapt to
platforms to deliver personalised services at an evolving and disruptive digital landscape
scale and cost effectively, our IT capabilities take to ensure our services respond to business
on increasing importance. needs. This is of particular importance as the
organisation responds to the COVID‑19 pandemic.
Austrade’s Digital and IT Strategy sets out the
vision for a trade and investment organisation A key component of supporting Austrade’s highly
which makes effective use of digital tools and mobile workforce is ensuring seamless access
agile work practices to meet the needs of our to line‑of‑business applications and productivity
clients and staff. tools that are resilient to change and disruption.
Austrade has rolled out technologies to support
The Digital and IT Strategy has three priorities: efficient, collaborative and transparent work
• Better services for clients—offering digital styles as part of a broader strategy to digitise the
services that are quick and easy to use and workplace and move supporting applications to
available in the places where businesses go. the cloud. This important step supports seamless
interactions with clients, other governments
• Better tools for staff—equipping Austrade’s
and stakeholders.
global team with time‑saving tools, making
it easier to work with others and partners. Austrade continues to strengthen its digital
The tools should be resilient to change workplace capabilities, including investments
and disruption, enabling staff to continue in automation and digital workflows, cloud
core business when semi‑connected and mobility, cyber security and enhanced
or disconnected. collaboration tools to support modern ways of
• Increased capability—building agency‑wide working. Austrade’s Cyber Security program
digital and data skills so we can deliver services aligns and leverages the work of the Australian
that meet user needs in an agile way. Cyber Security Centre (ACSC) as well as DFAT
and our other portfolio agencies. Austrade
The strategy also sets out four enabling areas will continue to scale, strengthen and assess
of work: its capabilities to ensure our business and
services run seamlessly regardless of the
• strong data and information systems
external environment.
• simpler and faster service delivery
• modern, cloud‑based platforms
• secure and reliable systems
Austrade’s data strategy is designed to
mature our enterprise‑wide data capability
and strengthen operational, client and investor
service delivery through evidence‑based
research. This strategy will provide the
framework for a structured approach to data
Corporate Plan 2020–21 13SECURITY Operating structure
Austrade places a high value on its people and subsidiaries
and information (and other assets); without
them, Austrade would be unable to achieve Austrade’s structure comprises two groups
its objectives. Therefore, it is essential headed by Deputy CEOs—Global Client Services
Austrade provides a safe and secure working and Digital and Government. In addition to these,
environment to protect staff, visitors and there are a Strategy and Design division, and the
clients; and safeguards both the sensitive Chief Operating Officer’s division, both headed by
and classified information the agency collects a General Manager. All four report directly to the
and generates. Given the broad spectrum of CEO. An organisational chart is provided below.
working arrangements, and the varying security
environments in which Austrade operates around Austrade had no subsidiaries as at 1 July 2020.
the world, there is no “one size fits all” approach
to security. Instead, Austrade takes a risk‑based
approach, enabling the agency to take a “light
touch” where appropriate. Austrade’s security
approach includes consultation and sharing
with DFAT, the Attorney General’s Department,
the Australian Cyber Security Centre (ACSC)
and other agencies to ensure alignment with
government security priorities and initiatives
where practicable.
• Our core cyber security program has been
developed with close input from the ACSC to
align with government requirements.
• Our protective security program has
been developed in line with the relevant
requirements of the Protective Security
Policy Framework (PSPF) and the DFAT
Security Framework.
Building, maintaining and enhancing a robust
security culture are important organisational
responsibilities, which help safeguard Austrade
employees and stakeholders; and inspire public
confidence in Austrade’s ability to deliver
high‑quality services.
To support this, Austrade will continue to
enhance its security management framework,
and improve the maturity of its security capability
through the PSPF Reform Project.
14 Australian Trade and Investment CommissionFIGURE 2—AUSTRADE’S ORGANISATIONAL STRUCTURE AT 30 JUNE 2020
Assistant Trade Minister for Trade, Assistant Minister for
and Investment Minister Tourism and Investment Regional Tourism
Chief Executive Officer
Deputy CEO Global Deputy CEO Digital General Manager
Chief Operating Officer
Client Services Services and Outreach Strategy and Design
General Manager
General Manager
High Growth Export Chief People Officer Head of Strategy
Government
Services
General Manager General Manager Chief Counsel
Head of Client
Global Leaders, Digital Innovation and Legal, Procurement
Services Strategy
Investment and Sectors Client Development and Fraud
Head of Strategic
General Manager
Chief Economist Chief Financial Officer Projects and Business
ASEAN
Transformation
General Manager Chief Security Officer
Chief Marketing Officer
South Asia Security and Property
General Manager Head of Information
Head of Client Programs
Greater China Technology Services
General Manager
North East Asia
General Manager
Middle East and Africa
General Manager
Europe (incl. Russia)
General Manager
Americas
Senior Trade
Commissioner
New Zealand and Pacific
Corporate Plan 2020–21 15Risk oversight and EXECUTIVE OVERSIGHT
management As required by section 16 of the PGPA Act and
the Commonwealth Risk Management Policy,
Austrade will continue to foster a staff culture Austrade will continue to manage its exposure
that is focused on regularly identifying, assessing to risk, and mitigate adverse consequences.
and managing the risks associated with achieving This includes preparing an annual Agency Risk
organisational objectives. As we reshape Management Plan which identifies key strategic
our service offerings to meet the needs of risks with the potential to affect Austrade’s
businesses, with operations that span the globe, ability to achieve its objectives and priorities, and
and engagement with a range of government establishes how these risks will be mitigated and
and commercial organisations, Austrade faces managed. Austrade’s Executive review these risks
a range of challenges. These include supporting at least quarterly or more regularly if required to
Australian businesses cope with the effects of examine changes in the inherent environment,
bushfires in Australia, as well as the impact of changes to mitigation strategies and how these
the COVID‑19 pandemic on trade and investment factors impact on actual risk levels as well as
worldwide. We are meeting these challenges to consider new or emerging risks. Divisional
while maintaining business continuity through the and Operational risks are managed by senior
pandemic and supporting staff in Australia and managers, but are escalated to the Executive
around the world. and CEO for consideration if they are above the
relevant risk appetite and tolerance level.
Austrade recognises the ability to identify and
manage risk in a positive way is essential to Austrade’s Audit and Risk Committee
take advantage of innovative opportunities provides independent advice to the CEO on
and is an important component of Austrade’s the appropriateness of Austrade’s financial
organisational capability to support our strategy. reporting, performance reporting, system of risk
oversight and management, systems of internal
Austrade has a well‑defined risk management control, and other functions relevant to the
framework that includes a Risk Appetite Committee’s operation.
statement that encourages staff to pursue
innovation and actively engage and manage risk
KEY AGENCY RISKS
in an ethical manner and in line with individual risk
appetite and tolerance dimensions. Austrade has Recognising that Austrade operates in dynamic
also developed and implemented several training and evolving environment, the table in Appendix A
videos and updated reference materials for staff lists the key strategic risks at the time of writing
that explain Austrade’s appetite and tolerance this plan. However, these risks are regularly
for different risk dimensions and how staff should reviewed by the Executive for changes as well as
apply this in their work. to identifying new or emerging risks.
16 Australian Trade and Investment CommissionPERFORMANCE
Austrade’s performance planning underpins our The majority of our response to COVID‑19 is
strategy and operating environment, enabling occurring in the area of Trade facilitation. There
us to fulfil our role of contributing to Australia’s are two new performance measures in that
economic prosperity over the four‑year life of area to accompany the introduction of the
this plan. It ensures Austrade provides maximum International Freight Assistance Mechanism
value to the taxpayer, as well as to Australian program and the Supporting Exhibiting Zoos and
businesses, while working to the highest ethical Aquariums Program.
standards. Austrade’s planning process draws
As Austrade is still in the process of rolling
on a number of sources: the organisation’s
out the full complement of its client‑centric
own Strategy 2018–22, the Portfolio Budget
services (see Capability on page 10), its corporate
Statements, the Australian Trade and Investment
performance framework is still in a process of
Commission Act 1985 and the Public Governance
transition. In particular, Austrade is examining
Performance and Accountability Act 2013.
a meaningful way of demonstrating the
Austrade’s performance measures have been organisation’s efficiency, and authoritative ways
arranged according to the following focus areas: of reporting on Austrade’s economic contribution.
Austrade expects to roll these measures out over
• Client Services—Trade facilitation
the course of this four‑year plan.
• Client Services—Investment attraction
• Policy
• Passport and Consular Services
Corporate Plan 2020–21 17TABLE 2—KEY PERFORMANCE MEASURES FOR CLIENT SERVICES—TRADE FACILITATION
Target
Performance
measure 2020‑21 2021–22 2022–23 2023–24 Source
High level of Austrade expects this level of satisfaction to be at least Survey
satisfaction for 85 per cent, as measured in an annual survey
Austrade’s clients
with Austrade’s
services
Number of trade At least 300 At least 400 At least 500 At least 600 CRM from
outcomes facilitated outcomes outcomes outcomes outcomes client
notification
EMDG recipients Austrade expects at least 70 per cent of EMDG recipients to Survey
report that the report that receiving a grant encouraged them to increase their
receipt of a grant export promotion activities
encouraged them to
increase their export
promotion activities
Regular airfreight Top five n/a Airservices
services to top destinations for Australia
destinations for agricultural /
Australian
agricultural/food food export or
Bureau of
export or distribution distribution (e.g.
Statistics
China, Japan, USA,
Middle East and
Singapore) are
serviced at least
weekly by direct
airfreight links
from Australia
Speed of processing 90 per cent n/a Internal
of grants for of funding records
the Supporting agreements are
Exhibiting Zoos and issued within
Aquariums program three weeks
of receipt of
application
Number of Austrade No target: data Targets established using 2020–21 data Internal
clients entering new collected in this records
markets for the first year to establish (CRM)
time targets for
subsequent years
18 Australian Trade and Investment CommissionRationale The COVID‑19 crisis has resulted in the near total
collapse of air freight in and out of Australia.
The lack of access to relevant information about The International Freight Assistance Mechanism
international markets and economic changes (IFAM) is a temporary, emergency measure to
can make it difficult for Australian businesses assist getting priority consignments in and out of
to identify emerging commercial opportunities, Australia. It is intended to put our global supply
limiting their ability to enter those markets. chains on life‑support until the commercial
Drawing on Austrade’s deep commercial market for airfreight can stabilise and start
knowledge, its international network, and to regenerate.
relationships and ties to international customers
and decision‑makers within markets, Austrade The closure of zoos and aquariums to visitors has
identifies valuable international business cut off the income that is normally used to feed
opportunities, customers and connections the animals that are the basis of these important
for Australian businesses. Austrade provides tourism attractions. The Supporting Exhibiting
practical advice, services and programs to help Zoos and Aquariums program aims to provide
Australian businesses to take advantage of operational funding—including animal feed—to
those opportunities. ensure that the animals remain healthy, and the
exhibits are in a position to open as soon as they
From 2021–22, Austrade is also committing to are permitted to do so.
introduce an efficiency measurement. As our new
universal services—and our ability to measure Existing trade tensions, as well as the pandemic,
them—come on stream, we expect to be able to have provided an impetus to Australian exporters
determine a meaningful benchmark in 2021–22. to diversify their markets. Austrade is actively
assisting its clients to explore new markets, and
is working with industry associations to solve
market access issues.
Corporate Plan 2020–21 19TABLE 3—KEY PERFORMANCE MEASURES FOR CLIENT SERVICES—
INVESTMENT ATTRACTION
Target
Performance
measure 2020‑21 2021–22 2022–23 2023–24 Source
The number and value Austrade Austrade Austrade Austrade CRM from
of investment outcomes expects to expects to expects to expects to investor
facilitated, measured facilitate facilitate facilitate at facilitate at notification
in terms of investment at least 80 at least 90 least 100 least 110
value, jobs created/ investment investment investment investment
retained and anticipated outcomes outcomes outcomes outcomes
annual exports
Rationale
A key enabler of economic growth in Australia • Facilitate investments where Australia has
is foreign direct investment (FDI). The right been chosen as the preferred destination in
investments can bring new skills, technology, partnership with states and territories
capability and talent to Australian firms and • Working with existing Australian investors
industries, and unlock opportunities that would to provide aftercare services and
not have otherwise been locally available. encourage reinvestment
Investors are also an important source of
employment, with 10,000 foreign owned Austrade works with other Australian
businesses employing nearly 1 million Australians. Government agencies and state and territory
Within a highly competitive international market, governments to deliver a coordinated, national
Austrade, as Australia’s national trade and approach to promoting, attracting and facilitating
investment promotion agency, plays a significant investment. Through this approach, Austrade
role in: works to attract potential investors within
sectors jointly agreed by Australian and state and
• Identifying high potential projects that would territory governments.
innovate and reshape Australia’s economy
• Promoting Australia as an investment
destination for projects of national significance
20 Australian Trade and Investment CommissionTABLE 4—KEY PERFORMANCE MEASURES FOR POLICY
Target
Performance
measure 2020–21 2021–22 2022–23 2023–24 Source
Effective contribution Area of focus: Focus areas to be determined before Internal
to whole‑of‑government COVID‑19 response beginning of each year assessment;
policy development case studies
Area of focus:
including using Austrade’s where
Bushfire recovery
commercial insights appropriate
Deliver policy priorities and Deliver tourism Develop the next long‑term Internal
outputs for which Austrade recovery plan by 30 tourism strategy after successful assessment
has responsibility June 2021 implementation of recovery plan
Rationale
Austrade provides a global and commercial In the first year of this plan, Austrade will focus
perspective in its policy advice to government. on delivering a tourism recovery plan to assist
The agency’s insights are informed by its presence the industry as it emerges from the COVID‑19
in the commercial capitals of international pandemic. In subsequent years, the focus will shift
markets. Through its people, in‑house economic to the development of a long‑term tourism strategy
research and analysis, access to firm‑level that will help deliver a surge in tourism expenditure
commercial knowledge, and partnerships with once the country recovers from the pandemic.
other Australian Government agencies, state and
Austrade also has a specific remit on tourism
territory governments, and industry stakeholders,
policy and strengthens the tourism sector through
Austrade can distil insight in a way that is
implementing the national tourism strategy,
informed and relevant to the audience.
and by ensuring tourism interests are taken
Austrade uses the intelligence and insights into account in government policy development
gained from its network and interactions with and implementation, including in visa reform,
investors, exporters and customers to inform aviation capacity, labour and skills, infrastructure
and contribute to Australian Government development, and regulatory issues.
policymaking. In particular, Austrade works across
government to coordinate and provide input into
domestic reforms to make the Australian tourism
industry and education sector more competitive,
while feedback from its large offshore network
enables Austrade to help shape Australia’s export
and investment agendas.
Corporate Plan 2020–21 21TABLE 5—KEY PERFORMANCE MEASURES FOR THE DELIVERY OF CONSULAR AND
PASSPORT SERVICES
Target
KPI 2020–21 2021–22 2022–23 2023–24 Source
Effective delivery of consular 97 per cent of routine passport applications are DFAT passport and
and passport services to processed accurately as per Australian Passport Consular Information
Australians overseas Office benchmark System databases
Rationale
Austrade provides consular and passport services in designated locations where the Department of
Foreign Affairs and Trade does not have a presence.
22 Australian Trade and Investment CommissionAppendix A—Key Agency Risks
Strategic Risk Key Mitigations
Austrade’s updated service • Detailed client service strategy in place which is informed by client
strategy, activities and policy insights and client centred service design principles (see Digital first
advice do not meet external on page 12).
expectations and or provide • Ongoing client testing supports design and iteration of services
value to clients, government based on client feedback.
• Developed an Internal capability strategy, recruited for specialist
skills and expertise and is progressively rolling out training to staff.
Austrade’s culture does • Austrade has established a People & Values Committee that
not support internal values supports the Executive in embedding desired cultural attributes.
or the Australian Public • Austrade provides continuous online education to our staff on
Service values Austrade and APS values, including Respectful Workplace Behaviour
Training for SES officers in 2020, which will now be provided to all
staff in 2020–21.
• Austrade also conducts regular internal staff surveys in addition to
the APS survey to gauge perception, opinions and behaviours and
takes remedial action where needed.
• Austrade’s D&I Strategy includes targeted action items to
promote inclusiveness.
Austrade fails to meet its duty • Austrade’s WHS framework is comprehensive and includes ongoing
of care to ensure the health, identification and mitigation of WHS risks as they arise. WHS
safety and wellbeing of staff reporting is a standing item on Executive meetings each week.
and contractors • WHS annual refresher training is mandatory for all employees
and non‑completion will be included in the employees annual
performance review.
• Austrade’s WHS framework is audited by external auditors each year
and recommendations addressed.
Austrade fails to raise Internally
awareness of Australian
• Austrade has a mature framework to identify fraud or illegal
anti‑bribery laws and/or
conduct, including through the fraud control plan and regular staff
take appropriate action on
refresher training.
unethical or illegal conduct
Externally
• Austrade conducts seminars and briefings for businesses to make
them aware of their obligations under Australian law. And also
publishes a range of detailed guides and information for Australian
businesses to reference.Strategic Risk Key Mitigations
Austrade fails to efficiently • Project Management and Change Office (PMCO) has been
and effectively implement established to support effective implementation of major change
organisational changes initiatives.
to support its strategy • Regular reporting is provided to the Executive and the Minister’s
and operations office on the progress of transformation.
Austrade’s digital and • Austrade has developed a Digital Strategy and Roadmap supported
data strategy does not by an Enterprise Architecture.
support its service strategy • Engagement with Partner Agencies and third parties.
and operations
• Use of an agile delivery and Human Centred Design framework for
digital initiatives.
Austrade’s information • Austrade has established an Agency security governance framework
and digital assets are not and associated security policies and procedures are in place, and are
adequately protected reviewed and updated as required.
from cyber‑attack or • Austrade has established strong relationships with Government
unauthorised access security organisations.
Austrade’s IT platforms are • Austrade is working closely with the DTA and other Government
not sustainable in their current departments to ensure its strategies align with the Government’s
form to support existing and ICT agenda.
future operations
Austrade fails to plan, • Austrade has adopted a 4 year planning horizon and conducts
prioritise and manage regular reviews.
capital and operational • Executive meets tri‑annually and as major budget changes occur, to
investments to support determine the most effective strategy to address adjustments to
future requirements the Austrade budget.
Austrade fails to maintain • Austrade has initiated its Crisis Management Plan and Executive
business continuity through meet regularly to discuss issues and implement actions
the Coronavirus pandemic and (see Operating structure and subsidiaries on page 13)
evolve the support it provides • Established a dedicated page on the staff portal to keep
to businesses and government staff informed.
as their needs change
• Austrade is a digitally enabled organisation with all staff capable
of working remotely and secured increased bandwidth to meet
this need.
• Austrade has in place a good system of video conferencing facilities.
• Regular contact with government and business clients to ensure
services meet needs
24 Australian Trade and Investment CommissionAppendix B—List of requirements
Required section under subsection 16E(2) of the PGPA Rule Page
Introduction 4
Purposes 5
Key activities 6
Operating context 9
Planned performance 17
Corporate Plan 2020–21 25austrade.gov.au
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