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Annual Report 2014/2015 Utilities Commission



Annual Report 2014/2015 Utilities Commission

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Tabled paper 1571


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






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43 medium to low risk obligations not being audited, or being insufficiently monitored and non-compliances occurring and going undetected. iii. Principle 4: 3.4.1 Objectives Clear targets should be established to achieve compliance objectives and should be measurable, time-related and indicate the level of performance required Measurable targets have been set for high risk obligations relating to Safety and Environment but have not been set for regulatory obligations to achieve the success criteria defined in Power and Waters Compliance Management Strategy. iv. Principle 4: 3.4.1 Objectives These targets should form part of the performance management agreements of the individuals concerned and should be linked to remuneration Targets do not form part of performance management agreements of responsible individuals. v. Principle 4: 3.4.2(g) Strategy The strategy should include (g) how the organisation will monitor and measure its delivery on its strategy The Strategy does not articulate how it will monitor and measure its delivery on success criteria. vi. Principle 5: 3.5.3 Prioritisation Prior to the implementation of its compliance program an organisation should identify its compliance risks and rank the likelihood and consequences of potential compliance failures and allocate resources for their treatment accordingly The prioritisation methodology employed by Power and Water may result in some compliance obligations not being adequately controlled and monitored. vii. Principle 6: 4.1.2(a) Top management responsibility Top management should (a) Ensure that the commitment to compliance is upheld at all times and that failures and conduct that are prejudicial to compliance culture are dealt with appropriately Under the current monitoring and reporting regime it appears that some obligations categorised as moderate and low risk may not be audited or effectively monitored. This gap in monitoring and reporting could lead to compliance failures not being detected or dealt with appropriately. viii. Principle 6: 4.1.2(c) Top management responsibility Top management should (c) Ensure that effective and timely systems of reporting are in place As per 4.1.2(a). ix. Principle 6: 4.1.2(f) Top management responsibility Top management should (f) Be measured against compliance key performance indicators It was evident that key performance indicators have not been established for the success criteria for compliance management of regulatory obligations, and top management are therefore not measured against these. x. Principle 12: 6.1.1 Compliance program review - The top management should ensure that the organisations compliance program is reviewed on a regular basis to ensure its continued suitability, adequacy and effectiveness A review of the continued suitability, effectiveness and adequacy of the compliance framework/program as a whole has not been performed since 2010.