Published on Australian Maritime Safety Authority (https://www.amsa.gov.au)

Part 2: Strategic objectives, key activities, core business, enterprise risk and performance

The following part outlines our strategic objectives, the activities that contribute, and our related enterprise risks.

Contents

Strategic objective 1: Risk-based regulation

Strategic objective 1: Risk-based regulation
Anonymous (not verified)
2021–22 key activities:
1.1Work with government to implement the response to the Senate Standing Committee on Rural and Regional Affairs and Transport report from the inquiry ‘Performance of the Australian Maritime Safety Authority’
1.2Continue to refine AMSA’s Annual Compliance program to focus on high risk operations and targeted education and inspection campaigns, based on a robust analysis of data and other information
1.3Complete and evaluate a new port State control targeting system and identify next steps (CAP)
1.4Deliver and implement the new Marine Order 505– Certificates of competency – national law.
1.5Implement short and long-term approaches for Engine International Air Pollution Prevention (EIAPP) certificate requirements for domestic commercial vessels
1.6Explore a phased approach to ending high risk grandfathering arrangements for domestic commercial vessels
1.7Embed AMSA’s regulatory and operational risk framework into regulatory and operational business functions
1.8Engage with industry on targeted approach to mandating lifejacket wear requirements for domestic commercial vessels in certain high-risk situations
1.9Develop an organisational data strategy to strengthen our use of data in decision making and improve our information quality and management
1.10Contribute to the whole of government efforts to decommission the Northern Endeavour floating production, storage and offtake (FPSO) facility
2022–25 key activities:
1.11Strengthen key compliance partnerships with other government entities to increase impact and reach
1.12Review and implement changes to standards for safety equipment in the National Standard for Commercial Vessels (NSCV subsection C7A)
1.13Deliver effective cost determination of regulatory activities and financial reporting of actual costs – automated and predictive analytics using Activity Based Costing methodology
1.14Develop a levy revenue portal, measurement and analytics capability (CAP)
1.15Work with Government departments and agencies to develop framework for increased oversight of handoff for offshore oil and gas vessels/facilities transitioning between Offshore Petroleum and Greenhouse Gas Storage Act 2009 and Navigation Act 2012 regimes
1.16Work with the Government to seek consideration of a package of minor technical and workability amendments to principal legislation to improve the operation of the law, specifically the National Law Act 2012, the Navigation Act 2012 and the Protection of the Sea (Prevention of Pollution from Ships) Act 1983
Primary Enterprise RiskModerate Risk RatingKey mitigation strategies
(1) AMSA is an ineffective regulator

Risk Appetite & Tolerance

regulatory approach

AMSA has a regulatory plan, policies and an annual compliance program.
Key mitigation strategies (controls) are monitored through AMSA’s internal audit program and management system, established regulatory scheme, ship inspection program, effective national network of aids to navigation and other navigational services and ongoing engagement with industry.

Risk tolerance statement:

We have low tolerance for regulatory approaches that are inconsistent with our mandated obligations under the AMSA Act 1990. We have low to moderate tolerance for risk in the pursuit of innovative regulatory approaches, for example alternative means of compliance—consistent with our Act and Statement of Regulatory Approach 2018. 

In very specific instances, we have moderate to high tolerance for the application of contemporary and potentially ground-breaking regulatory approaches (including research) that allow us to respond dynamically to changes in our operating environment.1

1 The overall risk rating is a combination of likelihood and consequence – see the risk matrix at the end of Strategic objective 9: Organisational capability and resilience.

Strategic objective 3: Navigation services

Strategic objective 3: Navigation services
Anonymous (not verified)
2021–22 key activities:
3.1Build a risk-based picture of our AtoN estate and strengthen governance and coordination of decisions, AtoN management and investment. 
3.2Develop an Enterprise Asset Management system for capital planning and management including long term maintenance management (CAP)
Primary Enterprise RiskModerate Risk RatingKey mitigation strategies
(1) AMSA is an ineffective regulator

Risk Appetite & Tolerance

regulatory approach

AMSA has a regulatory plan, policies and an annual compliance program.
Key mitigation strategies (controls) are monitored through AMSA’s internal audit program and management system, established regulatory scheme, ship inspection program, effective national network of aids to navigation and other navigational services and ongoing engagement with industry.

Risk tolerance statement:

We have low tolerance for regulatory approaches that are inconsistent with our mandated obligations under the AMSA Act 1990. We have low to moderate tolerance for risk in the pursuit of innovative regulatory approaches, for example alternative means of compliance—consistent with our Act and Statement of Regulatory Approach 2018. 

In very specific instances, we have moderate to high tolerance for the application of contemporary and potentially ground-breaking regulatory approaches (including research) that allow us to respond dynamically to changes in our operating environment.1

 

Strategic objective 4: Responding to climate change

Strategic objective 4: Responding to climate change
Anonymous (not verified)
2021–22 key activities:
4.1Work with other Australian Government agencies and other International Maritime Organization (IMO) member states adopt the short-term global measures to reduce greenhouse gas emissions from shipping under the IMO Initial Greenhouse Gas Strategy (IMO GHG Strategy) which is to reduce the carbon intensity of shipping by at least 40% by 2030
4.2Conduct a random sampling program of ship fuel to prevent sulphur emissions, including independent testing to validate the accuracy of bunker delivery notes against the fuel sampled, and publishing our testing outcomes
4.3Draw on strategic partners to develop our operational intelligence capabilities to improve our ability to predict extreme weather events and proactively prepare for incidents
2022–25 key activities:
4.4Work with Australian stakeholders and other IMO member states to finalise the technical guidelines that will be required to implement the short-term measure to reduce GHG emissions from shipping
4.5Work with other regulators to ensure maritime safety and pollution issues are integrated into developing and emerging regulatory systems for alternative energy solutions, e.g. windfarms, solar arrays, wave generation
4.6Work with other Australian Government agencies and IMO member states to develop and agree the final IMO GHG Strategy
Primary Enterprise riskHigh Risk RatingKey mitigation strategies
(3) AMSA fails to respond appropriately to climate change and other environmental impacts

Risk Appetite & Tolerance

environmental protection

Key mitigation strategies include regular reporting and monitoring compliance and AMSA emergency response capabilities are aligned with the risk environment.

Risk tolerance statement:

We have low tolerance for activities which increase the risk of pollution in Australian waters.

We have low tolerance for risks associated with the conduct of environmental response operations, recognising that operations can occur in hazardous and sensitive environments.

Strategic objective 5: International engagement

Strategic objective 5: International engagement
Anonymous (not verified)
2021-22 key activities:
5.1Lead Australia’s campaign for re-election to the Council of the International Maritime Organization (IMO) to continue our efforts to modernise and make transparent the work and methods of the IMO
5.2Prepare for, and undergo, an IMO Member State Audit which will assess how Australia meets its obligations under relevant IMO maritime conventions
5.3Support Government approval processes for  Australia’s adoption of international obligations under the IMO Conventions that enter into force in the 2024 IMO Convention amendment cycle
5.4Seek international agreement to improve cargo securing arrangements on vessels on international voyages
2022-25 key activities:
5.5Collaborate with Australian Government agencies to ensure Australia gains maximum benefit from the digitisation of maritime information and development of a single maritime window 
5.6Provide leadership within the Asia Pacific Heads of Maritime Safety Agencies (APHoMSA) forum  to increase cooperation on maritime issues in the Asia Pacific region
Primary Enterprise riskModerate Risk RatingKey mitigation strategies
(4) AMSA does not effectively engage with customers and stakeholders

Risk Appetite & Tolerance

relationship management

Key mitigation strategies include Service Charter, review of consultative bodies, IMO work program, including Category B elections and increase regional presence/footprint, AMSA Connect telephone service, Customer issue management via CRM, regulatory customer experience feedback (informal and online/phone), periodic AMSA communications, social media/websites, stakeholder consultative forums, public and community engagement initiatives.

Risk tolerance statement: 

We have a moderate tolerance for risk as we nurture and develop our relationship and reputation with stakeholders. 

We acknowledge that we will be subject to ongoing scrutiny, particularly from National System stakeholders. 

We are not adverse to criticism.

Strategic objective 6: Stakeholder engagement

Strategic objective 6: Stakeholder engagement
Anonymous (not verified)
2021–22 key activities
6.1

Embed revised consultative arrangements to:

  • promote the work of the Regional Safety Committees, the National Safety Committee and the Shipping Consultative Forum
  • ensure the annual regulatory plan is broadly publicised to maximise industry awareness and input
  • keep industry informed of annual regulatory plan implementation progress
  • ensure stakeholders are effectively consulted on regulatory and policy changes
6.2Publish annual reports/statistics on industry performance and highlight areas where performance is good and where it requires improvement
6.3Publish an AMSA Annual Compliance Program: Information for industry for which advises AMSA’s compliance focus for the year to encourage voluntary compliance. 
6.4Review and refine seafarer certification business processes to find efficiencies and improve service delivery
6.5Review and refine vessel inspection and certification business processes to ensure efficiency and efficacy
6.6Plan for and successfully manage a significant spike in certificates of operation renewals and Standards of Training, Certification and Watchkeeping for Seafarers (STCW) revalidations. 
6.7Develop a strategic communications framework (which includes indigenous engagement) that identifies the channels and methods to best reach our stakeholders with information
6.8Providing detailed and accurate data for engagement with international and domestic stakeholders though the bi-annual Cost Recovery Implementation Statement (CRIS) and activity based costs for the National System cost recovery review
2022-25 key activities:
6.9Work towards establishing clear user focused pathways for certification, permissions and inspections engagement with AMSA
Primary Enterprise riskModerate Risk RatingKey mitigation strategies
(4) AMSA does not effectively engage with customers and stakeholders

Risk Appetite & Tolerance

relationship management

Key mitigation strategies include Service Charter, review of consultative bodies, IMO work program, including Category B elections and increase regional presence/footprint, AMSA Connect telephone service, Customer issue management via CRM, regulatory customer experience feedback (informal and online/phone), periodic AMSA communications, social media/websites, stakeholder consultative forums, public and community engagement initiatives.

Risk tolerance statement: 

We have a moderate tolerance for risk as we nurture and develop our relationship and reputation with stakeholders. 

We acknowledge that we will be subject to ongoing scrutiny, particularly from National System stakeholders. 

We are not adverse to criticism.

Strategic objective 7: Innovation

Strategic objective 7: Innovation
Anonymous (not verified)
2021–22 key activities:
7.1Work with the Department of Infrastructure, Transport, Regional Development and Communications and other jurisdictions to explore opportunities to improve regulatory alignment, consider regulatory hurdles to innovation and consider appropriate regulatory oversight for the share economy in the maritime industry
7.2Investigate and implement new capabilities and technologies that make us more effective and efficient in delivering search and rescue, for example return link communications and the next generation of beacons
7.3Increase adoption of technology to improve the customer experience in dealing with AMSA, and contribute to AMSA’s outcomes by promoting awareness and understanding of the role of user experience and design thinking in AMSA’s program delivery to improve business outcomes (DIGITAL)
7.4Review and digitise the processes under the Shipping Registration Act 1981 (DIGITAL)
2022-25 key activities:
7.5Implement updates to SOLAS CH III (lifesaving appliances and arrangements) and IV (radio communications) that take effect in 2024
7.6Continue to monitor the development of autonomous vessels and position AMSA to be ready for their broader uptake through regulatory and operational frameworks
7.7Establish a proof of concept for precision-guided survival stores as a first step on a path towards a autonomous search and rescue assets
Primary Enterprise riskLow Risk RatingKey mitigation strategies
(10) AMSA fails to build the right capability for the future to be able to respond appropriately to the changing environment 

Risk Appetite & Tolerance 

Risk Appetite & Tolerance

 

Key mitigation is AMSA’s strategic workforce planning. 

Risk tolerance statement: 

We have a moderate tolerance for risk in our approach to recruiting, developing and engaging staff. 

We understand that to compete and secure good candidates in a resource constrained environment we must develop more efficient and innovative ways to attract and retain staff. 

Strategic objective 8: Information management and digital services

Strategic objective 8: Information management and digital services
Anonymous (not verified)
2021–22 key activities:
8.1Design a new integrated response system which allows for the management of pollution and search and rescue incidents within one operational management system (CAP)
8.2Further develop our Digital Strategy to define how increased digital interactions will look for AMSA and our stakeholders and where we may invest in new technologies (DIGITAL)
8.3Build a focused data capability within AMSA to strengthen analysis and use of data in business processes
8.4Deliver integrated financial, management and activity-based cost reporting tools on the Technology One FMIS platform
8.5Start developing a new vessel inspection system with a strong user focus for AMSA staff and compliance partners (CAP)
2022–25 key activities:
8.6Implement ensemble drift modelling capability for search and rescue, marine assistance services and pollution incident management (CAP)
8.7Replace end-of-life systems for International Convention on Standards of Training, Certification and Watchkeeping for Seafarers (STCW) and coastal pilot certification
Primary Enterprise RiskLow Risk RatingKey mitigation strategies
(9) Information technology infrastructure and data management does not support AMSA objectives

Risk Appetite & Tolerance

systems and facilities

Key mitigation strategies include annual review of the work program, disaster recovery plans and testing, Information and Data Governance Committee.

Risk tolerance  statement: 

We have low tolerance for ICT system outages in mission critical systems.  

We have low tolerance for security breaches which impact on the integrity of our systems and data, or interfere with our Search and Rescue operations. 

We have low to moderate tolerance for general ICT systems outages.

Strategic objective 9: Organisational capability and resilience

Strategic objective 9: Organisational capability and resilience
Anonymous (not verified)
 
2021–22 key activities:
9.1 Progress the implementation of AMSA’s Diversity and Inclusion Plan with specific focus on meeting gender balance targets
9.2Increase the likelihood of delivering successful projects by strengthening project management capability, including promoting the use of a standardised AMSA project management framework, targeted training and mentoring 
9.3Continue to improve leadership and management capability through the delivery of tailored leadership programs designed to develop and empower leadership at all levels across the organisation 
9.4Build organisational resilience through delivering training programs to provide employees with awareness and tools in order to maintain healthy levels of personal resilience and to ensure they are equipped with the skills to adapt and respond to change and uncertainty 
9.5Continue to focus the organisation on the importance of employee engagement in the achievement of organisational strategies and priorities, by delivering AMSA’s annual employee engagement survey 
9.6Design and implement a new Strategic Workforce Plan 2022-2025, that will aim to ensure AMSA’s people possess the skills and capabilities that will be critical to the success of the AMSA Strategy 2030 (CAP) 
9.7Improve the way AMSA prioritises, manages and delivers projects by building portfolio management capability; including embedding the new Executive Investment Committee and Portfolio Working Group governance arrangements, and portfolio reporting 
9.8Incorporate lessons management into AMSA’s culture and business processes 
9.9Establish Data Analytics Community of Practice to build internal business led data analytics at an organisational level 
9.10 Finalise AMSA's Strategy 2030, ensure it is well communicated and understood across the organisation and implemented through supporting plans/strategies
9.11 Update AMSA’s long term environmental scan – Looking Ahead to ensure AMSA’s strategic planning is based on an integrated and holistic view of the future 
9.12 Ensure alignment across the planning framework so that resource allocation and investment is coordinated focused on AMSA's agreed strategic direction AMSA 
9.13 Review our national operational footprint, capabilities to ensure we have the right people and skills to manage safety and pollution risks effectively 
9.14 Roll out body-worn cameras for AMSA inspectors to improve safety and accountability 
2022–25 key activities:
9.15Establish training, development and career pathways for key AMSA roles and functions
9.16Establish workforce plans for Divisions that ensure future capability needs and staffing pipelines are addressed 
Enterprise riskModerate Risk RatingKey mitigation strategies
(5) AMSA fails to respond appropriately to COVID-19

Risk Appetite & Tolerance

 

people

Key mitigation strategies include AMSA pandemic plan, Divisional Business Continuity Plans, AMSA COVIDsafe Plan and regular meetings of the Executive Crisis Management Team.

Risk tolerance statement: 

We have no tolerance for poor workplace safety practices - particularly those which adversely affect the health, safety and well-being of our employees. 

We have rigorous systems to ensure that our employee’s health and wellbeing is protected.

Enterprise riskHigh Risk RatingKey mitigation strategies
(6) AMSA does not achieve financial sustainability

Risk Appetite & Tolerance

financial

Key mitigation strategies include Activity Base Costing, Section budgets and Executive reporting, Investment Committee and Portfolio Working Group, Project Management hub, guidance and templates for projects.

Risk tolerance  statement 

We have low tolerance for a systemic breakdown of financial controls, cash mismanagement or material errors in financial reporting. 

Acknowledging that the introduction of innovative practices and ways of thinking can increase risk initially, we have low to moderate tolerance for financial risk in pursuit of improvement. 

We recognise that the Commonwealth is operating in a constrained financial environment, and that we are under increasing scrutiny to justify our costs and cost recovery arrangements to stakeholders. We must accept some risk to deliver improvements, while continuing to deliver our outputs and outcomes 

Enterprise riskLow Risk RatingKey mitigation strategies
(7) Fail to maintain a safe work environment

Risk Appetite & Tolerance

people

Key mitigation strategies include AMSA work health safety management plan, remote working policy, guidance and checklist, fatigue risk management initiatives, bullying and harassment protections; diversity objectives, and regular meetings of the Health Safety and Environment HSE Committee, certified quality management system, ongoing training and awareness, and employee wellbeing program. 

Risk tolerance statement  

We have no tolerance for poor workplace safety practices - particularly those which adversely affect the health, safety and well-being of our employees. 

We have rigorous systems to ensure that our employee’s health and wellbeing is protected. 

Enterprise riskLow Risk RatingKey mitigation strategies
(8) Ineffective internal systems of control

Risk Appetite & Tolerance

governance and compliance

Key mitigation strategies include independent Fraud and Corruption Control risk assessment and plan, HR & payroll system (Aurion) and internal audit program, governance, compliance, assurance and reporting framework, Accountable Authority Instructions, certified Standards management system, financial delegations, system of risk oversight and management, involvement in relevant Commonwealth communities of practice/working groups and ongoing training and awareness. 

Risk tolerance statement 

We have low tolerance for breaches of our general legislative obligations as a corporate Commonwealth entity. 

We must be able to demonstrate conformance with our statutory obligations under general legislation. We accept that accidental and non-systemic breaches may occur, but these must be followed by appropriate corrective action.

Risk Matrix

LikelihoodConsequence
 NegligibleMinorMediumHighCatastrophic
Almost certainModerateModerateHighExtremeExtreme
LikelyLowModerateHighHighExtreme
PossibleLowLowModerateHighHigh
UnlikelyVery lowLowModerateModerateHigh
RareVery lowVery lowLowModerateModerate


 

Deployment

Deployment
Anonymous (not verified)

The deployment of the NRT will be conducted consistent with NP-GUI-005 Deployment of the National Response Team.

NRT Members will be required to be made available for deployment within 24hrs of activation, to be at worksite (IMT or field) within 48hrs of activation.

Team Members deploying with the NRT should maintain appropriate standards of a workplace, including adherence to relevant alcohol, drug and fatigue levels in line with the National Plan WHS guidance.

Fitness for duty

The capacity of personnel to perform their job safely and competently can be impaired by both physical and psychological factors, including fatigue, grief, mental illness as well as the use of alcohol and illegal drugs. National Response Team members must comply with the respective control agency’s fitness for duty requirements.

Deployment period

The standard deployment period for domestic deployments will be for 10 days (including travel time). Extraordinary extensions to this deployment period will be considered on a case-by-case basis subject to appropriate fatigue management processes.

International deployment

The Australian Government has entered into a number of international agreements, such as PACPLAN, and memoranda of understanding with Indonesia, New Caledonia, Papua New Guinea and New Zealand to provide assistance in the event of a major oil spill. The National Response Team forms part of the capability with which Australia meets its obligations under these agreements. Arrangements for international deployments are detailed in the International Deployment Policy.