Territory Stories

9.1 The Board’s Strategic Directions 2016-2020 May 2016



9.1 The Board’s Strategic Directions 2016-2020 May 2016

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Tabled Papers for 12th Assembly 2012 - 2016; Tabled Papers; ParliamentNT






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5.2 Strategic goals In order to respond to identified weaknesses, and to prepare for addressing a range of threats at the line of business level, the Board has decided to adopt the highlevel strategies detailed in the following sub-sections - and associated targets for FY20 - in order to provide clarity about the goals to be achieved by Power and Water's management. The strategies are in addition to - and facilitated by existing and ongoing strategies in relation to: Safety, aiming for zero harm, and targeting a substantially reduced Lost Time Injury Frequency Rate by FY20 People and Culture, aiming at an engaged workforce who are aligned to the transformation program, and targeting an Employee Engagement and Organisation Health Score of at least 75% by FY20 (based on the current methodology). The Board's desired outcomes, KPIs and targets...are the top-level corporate goals. Management is responsible for breaking down and cascading these goals through the Corporation. 5.2.1 Customer focus The Board requires Power and Water to embed a customer focus into the way it delivers all its services. This must include internal service delivery. Table 5.1: Customer focus goals Desired outcome by FY20 Demonstrably improved external perception (reputation) Primary KPIs Customer satisfaction score Key service reliability indicators Board s targets for FY20 At least median performance At least median performance The operating business units of Power Networks, Water Services and Remote Operations are currently operated as O&M/engineering arms rather than businesses in their own right. As a result, the Corporation appears inwardly focused without a strongly embedded customer culture. There is a lack of accountability for customer and strategic stakeholder engagement across the Corporation, and a disconnect between customer and stakeholder activities on the one hand and 'operational' activities on the other. This contributes to the Corporation lagging behind other jurisdictions on customer innovation and value add. The relationship with the customer and strategic stakeholder management are arguably the most important activities for Power and Water. A good reputation for any corporation provides the 'authority' to operate. In the case of government-owned businesses, this authority comes first from its customers and key stakeholders, who ultimately influence the owner-government's view of the corporation. This authority manifests itself in greater trust, willingness to support new initiatives and greater support through adversity. A sound reputation combines a customer-centric and stakeholder engagement culture with doing a corporation's core business well. The Board requires the Corporation to put in place the right mix to achieve a sound reputation. THE BOARD'S STRATEGIC DIRECTIONS 2016-2020 25