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Trade and Investment Queensland

ANNUAL REPORT2016 / 2017

Copyright: © Trade and Investment Queensland 2017.

This Annual Report is licensed by the State of Queensland (Trade and Investment Queensland) under a Creative Commons Attribution (CC BY) 3.0 Australia licence.

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Content from this Annual Report should be attributed as: Trade and Investment Queensland Annual Report 2016–2017

ISSN: 2205–1406 (Print)

ISSN: 2205–1414 (Online)

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CONTENTS

4 Letter of compliance 5 Chair’s statement6 Chief Executive Officer’s statement7 Trade and Investment at a glance8 2016–2017 highlights12 About Trade and Investment Queensland

13 Responsible Minister

13 TIQ Board

16 Executive management

18 About TIQ

18 Government and business partners

20 TIQ’s network

24 Creating global opportunities 25 Building on Queensland’s strengths

25 Responding to global trends

26 Our objectives

28 Advancing Trade and Investment — Queensland Trade and Investment Strategy 2017–2022

29 International Education & Training Strategy to Advance Queensland 2016–2026

32 Corporate governance 33 Public interest

33 Risk management

35 Information systems and recordkeeping

36 Corporate results 37 Service performance

37 Trade and investment missions

38 Policy advice and coordination

38 Trade and investment facilitation

39 Discontinued measures

39 Summary of financial performance

40 Our people 41 Workforce profile

41 Strategic Workforce Planning Framework

41 Employee Performance Management Framework

41 Flexible work arrangements

42 Leadership and Development Framework

42 Industrial and Employee Relations Framework

42 Early retirement, redundancy and retrenchment

42 Workplace health and safety

44 Financials 45 Financial statements

71 Certification of financial statements

72 Independent Auditor’s Report

74 Compliance checklist

LETTER OF COMPLIANCE

30 September 2017

The Honourable Curtis Pitt MP Treasurer and Minister for Trade and Investment GPO Box 611 Brisbane QLD 4001

Dear Treasurer

I am pleased to submit for presentation to the Parliament the Annual Report 2016–2017 and financial statements for Trade and Investment Queensland.

I certify that this Annual Report complies with:

· the prescribed requirements of the Financial Accountability Act 2009 and the Financial and Performance Management Standard 2009, and

· the detailed requirements set out in the Annual report requirements for Queensland Government agencies.

A checklist outlining the annual reporting requirements is included in this report.

Yours sincerely

The Honourable Steve Bredhauer Chair Trade and Investment Queensland Board

4 | T R A D E A N D I N V E S T M E N T Q U E E N S L A N D

The Honourable Steve Bredhauer Chair

Trade and Investment Queensland Board

CHAIR’S STATEMENT

2016–17 was a transformational year for TIQ.

In only our third full year as a statutory body, the Queensland Government backed our vision and championed TIQ’s implementation of two key whole–of–government strategies: the Advancing Trade and Investment — Queensland Trade and Investment Strategy 2017–2022 (T&I Strategy) and the International Education & Training Strategy to Advance Queensland 2016–2026 (IET Strategy).

The T&I Strategy was launched in April 2017 by Treasurer and Minister for Trade and Investment, the Honourable Curtis Pitt MP. It includes 22 initiatives and is supported by $35 million in new funding over five years. It is designed to increase exports, attract job–creating investment and strengthen Queensland’s regions.

The IET Strategy, launched in November 2016, and supported by $25.3 million in new funding over five years, includes 36 initiatives to support continued growth in Queensland’s internationally recognised education and training sector.

The TIQ Board has actively supported management in developing these important strategies, and is pleased to report that implementation of their initiatives, as detailed in this report, is well under way. Both these significant strategies underpin Queensland’s commitment to trade and investment, and highlight TIQ’s lead role in promoting and facilitating international trade and investment activities across government. Work to deliver the strategies’ initiatives will continue to ramp up in 2017–18, and the board is confident the result will be the delivery of substantial economic benefits to businesses and communities around Queensland.

The board is pleased to note the expansion of TIQ’s overseas network, with the opening of two new offices — in Chengdu, western China, and in Singapore — increasing the number of TIQ international offices to 15.

Throughout 2016–17, TIQ supported the government’s strategy of using trade missions to promote Queensland exporters and attract investment, by supporting fifteen Ministerial missions, three official visits by the Governor of Queensland, and a number of sector–specific TIQ industry–led missions.

Significant missions included the Premier’s mission to Singapore, the United Kingdom and India in March 2017; the Deputy Premier’s mission to the United Kingdom, France and United Arab Emirates in October 2016; and the Treasurer’s mission to the United Kingdom in August 2016 and the United States of America in October 2016.These missions had the common objective of promoting Queensland, and assisting Queensland business to secure trade and investment outcomes.

Following the changes to Ministerial portfolio responsibilities in February 2017, TIQ now falls within the responsibilities of the Honourable Curtis Pitt MP, Treasurer and Minister for Trade and Investment. As a result TIQ now reports via Queensland Treasury, with Jim Murphy, Under Treasurer, Queensland Treasury, replacing Frankie Carroll, Director–General, Department of Infrastructure, Local Government and Planning on the TIQ Board. In other board changes, Professor Ian O’Connor became Deputy Chair when Geoffrey Thomas stepped down, and we welcomed new members Kate Hynes and Michele Fleming.

My sincere thanks to Frankie and Geoffrey for their significant contribution to TIQ and an official welcome to Kate, Michele and Jim.

The year also saw changes to TIQ’s senior management, with the retirement of interim Chief Executive Officer Jack Noye. Jack provided significant leadership in a transitional period and was a strong and dedicated manager during this time. The new Chief Executive Officer, Virginia Greville, is a former Australian Ambassador to Spain and Chile, and joined TIQ in January 2017. Virginia has already progressed some key projects, including the launch of the T&I Strategy.

In conclusion, I would like to recognise the significant contribution of our past and present board members and dedicated staff in Queensland and around the world, who have worked hard over the past year to deliver measurable benefits to the Queensland economy. We look forward to a busy and rewarding 2017–18, and to continuing to work closely with the Treasurer to identify, develop and promote export and investment opportunities for the Queensland business community.

C R E A T I N G G L O B A L O P P O R T U N I T I E S

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CHIEF EXECUTIVE OFFICER’S STATEMENT

VIRGINIA GREVILLE

TIQ had a productive and busy period during 2016–17.

We helped Queensland businesses secure 246 export deals and facilitated 27 inward foreign investment deals — both above target for the year.

We also nominated 530 international business migrants through the Queensland Business and Skilled Migration Program, who are forecast to inject approximately $1.25 billion into the state’s economy.

We delivered 15 Ministerial missions, compared with 10 in the previous year, and coordinated three official international visits by the Governor of Queensland, compared with two in 2015–16.

TIQ also hosted numerous inbound international buyer and investor delegations, including more than 50 to regional Queensland, from markets including China, Japan, Vietnam, Indonesia, India, Pakistan, Spain, Italy, Morocco and Brazil.

In addition, we began implementing the 58 initiatives in the Advancing Trade and Investment — Queensland Trade and Investment Strategy 2017–2022 (T&I Strategy) and the International Education & Training Strategy to Advance Queensland 2016–2026 (IET Strategy), which the government released during 2016–17.

TIQ was the lead agency in developing these whole–of–government strategies, in consultation with industry and a wide range of government and non–government stakeholders. They are designed to drive economic growth and job creation by coordinating the delivery of trade and investment programs and international education and training initiatives across the state.

TIQ is also the lead agency responsible for delivering the strategies’ initiatives, work that will continue in 2017–18 and which will strengthen TIQ’s effectiveness in its role as Queensland’s global business agency.

TIQ extended its international presence during 2016–17, with the opening of two new representative offices — one in Chengdu, western China, in July 2016, and the other in Singapore, which became operational in December 2016.

We will increase our overseas footprint in 2017–18 as part of the implementation of the T&I Strategy.

We plan to expand the Singapore office to help Queensland companies take advantage of emerging opportunities in ASEAN markets, and to bolster our existing presence in Jakarta to better explore opportunities arising from the upcoming Indonesia–Australia Comprehensive Economic Partnership Agreement.

TIQ is planning to open a new office in the United States, which will focus on supporting knowledge–based businesses from Queensland that wish to enter the North American market.

Providing a first–class service to government and our clients can only be achieved if our organisation has a solid foundation based on robust back–office functions. Many of these functions have undergone significant developments over the last 12 months, including enhanced risk management practices and controls; development of a wide range of operational and administrative policies; and the review and implementation of a new set of organisational measures and key performance indicators. Together, these important improvements will support the business in achieving its organisational objectives.

2016–17 saw a number of significant personnel changes, in addition to my appointment as Chief Executive Officer in January 2017.

TIQ welcomed Sandra Diethelm as Trade and Investment Commissioner, India in October 2016 and, in December 2016, John Osborn was appointed Director, Business Development, of our new Singapore office. In March 2017 we farewelled Adam Stevenson, General Manager Queensland Operations and, in May, Ken Smith left his post as Agent–General for Queensland, a position he had held since April 2011.

I take this opportunity to thank Adam and Ken for their enormous contribution to TIQ during their time with the organisation. I also acknowledge the work of my predecessor Jack Noye who, as TIQ’s interim CEO, oversaw the challenging task of developing the T&I and IET strategies, which have now been accepted and funded by the government.

I look forward to working with TIQ’s dedicated and professional staff in 2017–18 to ensure that we continue to provide a valuable service to Queensland businesses.

Virginia Greville Chief Executive Officer



TRADE AND INVESTMENT AT A GLANCE

GENERAL TRADE/ECONOMY

• About 1 in 5 Queensland jobs is supported by exports

and 1 in 5 dollars spent on Queensland–produced goods and services comes from buyers of our exports1

• There are about 7,300 goods exporters2 in Queensland and many of the State’s export–oriented industries contribute significantly to regional economies

GOODS EXPORTS

• The value of Queensland’s exports has increased by around 50% in the last decade, led by a rise in resources volumes and prices, and more recently, increased LNG and agriculture exports

• Queensland is one of the world’s largest exporters of seaborne coal and among the world’s top five producers of lead, zinc, bauxite and silver

• Queensland has more than 800 mining equipment, technology and services companies — more than any other Australian state4

• LNG exports from Queensland are transforming Australia into a world–leading gas exporter and the major gas supplier for East Asian markets

• During 2016–17, LNG exports overtook beef exports as the State’s second–largest goods export behind coal, and all six Queensland LNG projects are expected to reach delivery capacity in 2018

SERVICES EXPORTS

• Queensland’s overseas services exports in calendar year 2016 were valued at $11.4 billion, representing a 12 month increase of 7.5%5

• Queensland’s education services exports in calendar year 2016 were valued at $3.25 billion, a 14% increase from the previous year.6 The international education and training sector supports an estimated 20,000 jobs across the state

• Queensland’s international education service exports are the state’s second–largest services export after tourism

• Queensland attracted 2.6 million overseas visitors, who contributed more than $5.2 billion to Queensland’s economy in 2016–17

INVESTMENT

• A $1 billion increase in foreign direct investment in Australia results in the creation of approximately 1,000 local jobs7

• Investment has created and retained jobs for Australians by expanding industries, developing our rich resources and contributing to our international exports

• Foreign direct investment has been a key element of Queensland’s strong economic growth over many years, contributing to the successive waves of growth the state has enjoyed in gold, wool, food and agribusiness, and mining

MAJOR TRADING PARTNERS

• The economies of Queensland’s major trading partners as a whole are expected to grow 3.75% in 2017

JOBS

37.7% 3 from the previous period

QUEENSLAND GOODS EXPORTS ROSE TO $ 65.9 Billion

I N 2 0 1 6 – 1 7

Major trading partners • China• Hong Kong

• Korea• Japan

• Indonesia• Singapore

2 HourTIMEZONE

within

SOURCE

1 Queensland Treasury 2 Australian Bureau of Statistics 3 Australian Bureau of Statistics 4 Austmine

5 Australian Bureau of Statistics 6 Australian Bureau of Statistics 7 Australian Trade Commission


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2016–2017 HIGHLIGHTSDuring 2016–17, TIQ:

• Began implementing the 22 initiatives in the Queensland Government’s $35 million, Advancing Trade and Investment — Queensland Trade and Investment Strategy 2017–2022, launched in April 2017.

• Began implementing the 36 initiatives in the government’s $25.3 million International Education & Training Strategy to Advance Queensland 2016–2026, launched in November 2016.

• Helped Queensland companies achieve 246 export outcomes and 27 inward investment deals.

• Facilitated 15 Premier–and Minister–led overseas trade and investment missions.

• Opened two new international offices, one in Chengdu, China, in July 2016, and the other in Singapore in December

2016 – increasing Queensland’s overseas footprint to 15 locations in 12 countries.

• Hosted more than 50 international trade delegations from several global markets.

• Provided export assistance to about 450 businesses in regional Queensland.

• Supported the continued growth of Queensland’s international education and training sector, which contributed

$3.25 billion to the state economy in calendar year 2016, or a 14% year–on–year increase.

• Nominated 530 international business migrants and 1,100 skilled visa migrants under TIQ’s Business and Skilled

Migration Program. These new arrivals are forecast to inject about $1.25 billion into the Queensland economy

through investments and establishment costs, and create hundreds of jobs as a result of establishing their

businesses in Queensland.

NOTABLE OUTCOMES

Export outcomes

TIQ helped Queensland companies achieve 246 export deals in 2016–17, including the following highlights:

• Achacha Fruit Plantations at Giru in North Queensland became the first in the world to export this exotic fruit on a

large scale to the Hong Kong market, following an introduction by TIQ.

• Mt Uncle Distillery at Walkamin on the Atherton Tableland started exporting its gin into the UK with help from TIQ’s

Europe office.

• TIQ introduced a Chinese buyer, Hua Ting International, to two regional Queensland citrus growers from Bundaberg

and Central Highlands (Abbotsleigh Citrus and 2PH), resulting in an export order for Murcott mandarins.

• Ipswich company Sunny Queen Eggs exported eggs and egg products to South Korea for the first time,

with TIQ’s assistance.

• TIQ’s Japan office supported Australia’s first–ever shipment of zucchini from the Southern Downs to Japan. It

also ensured Queensland farmers took full advantage of favourable tariffs under the Japan–Australia Economic

Partnership Agreement and secured increased sales for companies exporting radishes, carrots, red cabbage,

beetroot and fresh orange juice to Japan.

• TIQ helped Sharps Heavy Equipment, a Mackay–based mining equipment company, to enter the Indian market.

TIQ’s assistance included market research and contract negotiation advice. As a result, the company has now

secured a deal to deliver mechanical services in market.


• With TIQ assistance, Rockhampton company Australian Reproductive Technology has entered into a business

cooperation contract with a Vietnamese company to deliver livestock in–vitro fertilisation programs. This will include

transfer of reproductive biotechnology and the export of Australian livestock.

• TIQ’s Mining and Resources Team helped Toowoomba–based Russell Mineral Equipment with its Russian market

expansion activities and facilitated access to buyers, resulting in new export sales for the company.

• Innovative company Liquid State has achieved exporting success with its publishing technology in the United

Kingdom as a result of TIQ’s assistance in the market.

Investment deals

TIQ facilitated 27 foreign investment deals, and helped a number of international organisations establish operations in Queensland. This work included the following highlights:

• BGI, one of the world’s largest genomics organisations, chose Brisbane as its Asia Pacific headquarters.

• ST Solutions Australia, a subsidiary of Japan’s leading telecommunications group, SoftBank Corporation, opened its

Australian operations in Queensland’s start–up and innovation precinct in the TC Beirne Building in April 2017.

• Japanese company Terra Drone established an initial Australian presence in Brisbane for its cutting–edge laser

drone technology.

Mission outcomes

TIQ supported 15 Ministerial–level trade and investment missions, including three by the Premier. TIQ also supported three official visits by the Governor.

Mission outcomes in 2016–17 included the following highlights:

• The Japan Oil, Gas and Metals National Corporation renewed a Memorandum of Understanding with the

Queensland Government to boost bilateral co–operation in the natural resources sector.

• Japanese telecommunications group SoftBank signed a partnership agreement with the Queensland Government

to build local knowledge and position the state as a leader in humanoid robotics.

• The Queensland Government signed a Statement of Intent with Dubai South — currently the world’s largest single

urban development project — for Queensland to have a strategic base in the Dubai South project for the benefit of

Queensland companies with smart city technologies and services.

• Amyris, an American industrial bioscience company, announced in December 2016 a working partnership with the

Queensland Government to establish an industry biotechnology hub in Queensland.

• The US Navy signed a Statement of Cooperation with Queensland in August 2016 as part of the Great Green Fleet

initiative, which commits the Navy to sourcing 50% of fuel from renewable sources by 2020.

• China Eastern Airlines, China’s second largest airline, commenced direct flights from Shanghai to Brisbane from

December 2016.


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C a s e S t u d y

BARGARA BREWING COMPANYTIQ team collaboration at three levels – regional, in-market and the Brisbane office – has helped a regional Queensland company capitalise on a growing niche market and achieve its first-ever export success.

Queensland craft beer is now being served across South Korea as TIQ continues its drive to support regional small and medium-sized enterprises into overseas markets. Bargara Brewing Company had been operating for less than three years when it found success in major markets in Asia with its quirky range of alcoholic beverages.

1 0 | T R A D E A N D I N V E S T M E N T Q U E E N S L A N D

C A S E S T U D Y / B A R G A R A B R E W I N G C O M P A N Y

Company co–founder and CEO Jack Milbank said the business’s export journey began when a group of Korean businessmen, who were visiting Bundaberg on other business, tried some of the company’s local brews and decided they had to get them into Korea.

“With TIQ’s help we were able to follow up the lead and by September last year we were selling our Thirsty Turtle Bright Lager, Rusty Roo Red Ale and Drunk Fish Pale Ale in 140 hypermarkets around the country,” Mr Milbank said.

“Demand in Korea has been strong for our current range but we are also working hard to develop new products for other Asian markets.”

The company is currently finalising distribution into the craft beer market in Vietnam’s Ho Chi Minh City with a Mexican–style beer and it has also recently begun shipping its products into China.

Bargara was able to utilise TIQ’s skills and expertise at a regional, national and international level from start to finish with its first foray into exporting.

This included assistance with profiling Bargara products to a buyer that TIQ already had a good relationship with and providing a formal introduction.

TIQ also provided interpretation skills and navigation of import tariffs, government export programs and support in building a closer relationship with what has proven to be a highly supportive customer in the Korea market. Many issues around the technicalities of importing and commercial logistics were identified.

TIQ was able to leverage its international team’s knowledge and in–market understanding and the sector team’s experience in exporting beverages to engineer solutions to support informed decision making by both companies.

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A b o u t

TRADE AND INVESTMENT QUEENSLAND13 Responsible Minister13 TIQ Board16 Executive management18 About TIQ18 Government and Business partners20 TIQ’s network

RESPONSIBLE MINISTER

THE HONOURABLE CURTIS PITT, MP TREASURER AND MINISTER FOR TRADE AND INVESTMENT

Treasurer and Minister for Trade and Investment, Curtis Pitt, was elected to the Queensland Parliament in March 2009 in the Far North Queensland seat of Mulgrave. He has served as Treasurer since February 2015 and also as Minister for Employment and Industrial Relations, Minister for Aboriginal and Torres Strait Islander Partnerships,

and Minister for Sport. He became the Minister for Trade and Investment in February 2017. He holds a Bachelor of Arts (Politics) from James Cook University and prior to his election worked in the Queensland Public Service for six years leading the Queensland Government’s Indigenous Jobs and Enterprises Taskforce. He has also led the Queensland Government’s business and skilled migration program, working closely with the Australian Government and private sector employers on a number of industrial relations and multicultural issues.

TIQ BOARD

The TIQ Board is the governing body of TIQ, appointed by the Governor in Council. The board includes the chief executive, or a senior executive nominated by the chief executive, of the department responsible for administering the Trade and Investment Queensland Act 2013 and the department responsible for administering the State Development and Public Works Organisation Act 1971.

MEETING ATTENDANCE, 2016–17

Board member 26 Aug 2016 29 Sep 2016 9 Nov 2016 9 Feb 2017 18 Apr 2017 20 Jun 2017

The Honourable Steve Bredhauer

Geoffrey Thomas1 N/A N/A N/A N/A

Prof. Ian O’Connor X

Josie Angus

Michele Fleming2 (appointed 2 Oct 2016) N/A N/A

Kate Hynes2 (appointed 2 Oct 2016) N/A N/A

Michael Schaumburg X

Frankie Carroll3 X X N/A N/A

Jim Murphy3 N/A N/A N/A N/A

1 Mr Geoffrey Thomas, Deputy Chair until 1 October 2016, did not seek reappointment to the TIQ Board2 Ms Michele Fleming and Ms Kate Hynes were appointed to the TIQ Board on 2 October 20163 As a result of Ministerial portfolio changes in March 2017, Mr Frankie Carroll was replaced on the TIQ

Board by Mr Jim Murphy, Under Treasurer, Queensland Treasury

Michael Schaumburg Kate Hynes Steve Bredhauer Josie Angus Ian O’Connor Jim Murphy Michele Fleming


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THE HONOURABLE STEVE BREDHAUER, CHAIR

• Steve was appointed Chairman of the TIQ Board in December 2015. He is also the Deputy Chair of the International Education and Training Advisory Group.

• Prior to his appointment as Chair, Steve was TIQ’s Special Trade Representative to China, Vietnam and Mongolia from 2008 to 2012, a leader on 15 trade missions and a participant in over 25 missions to Asian markets.

• From 1989 to 2004, Steve was a member of the Queensland Parliament and served as Minister for Transport and Main Roads from 1998 to 2004.

• Steve has also run a successful consulting business since 2004.

PROFESSOR IAN O’CONNOR AC, DEPUTY CHAIR

• Ian became Vice Chancellor and President of Griffith University in January 2005. He has led major growth of the university’s five campuses during this period.

• Ian is a board member of Open Universities Australia and the Foundation for Australian Studies in China. He is also a member of the Legacy Advisory Committee for the Gold Coast 2018 Commonwealth Games and is Chair of the Queensland Art Gallery Board of Trustees.

JOSIE ANGUS

• Josie owns and manages Angus Pastoral Co., running more than 35,000 head of high-quality beef cattle across more than 161,000 hectares (400,000 acres) in Central and Northern Queensland.

• Since 1999, the company has marketed its own beef labels: Kimberley Red, Angus Pastoral, Sondella and Boss. Signature Beef has now been incorporated to market the company’s suite of brands to customers across 24 countries.

KATE HYNES

• Kate is a solicitor of the Supreme Court of Queensland, Federal Court of Australia and High Court of Australia. Kate is currently Chief Legal Officer, Halfbrick Studios, Brisbane.

• She holds a Certificate in Information Privacy Management (International Association of Privacy Professionals), a Bachelor of Laws (QUT), a Graduate Certificate in Legal Practice (QUT) and a Bachelor of Arts (University of Queensland).

• Kate has worked as a legal adviser in Brisbane, Melbourne, Dubai and Jakarta, and has particular interests in international law and trade.

MICHELE FLEMING

• Michele is Associate Principal, Business Development, at Populous Design, a global sports specialist firm, and has 17 years’ experience in strategic government relations in Asia and Australia.

• She is a graduate of the Australian Institute of Company Directors and holds a Bachelor of Arts (New Zealand), a Graduate Diploma in Journalism (New Zealand) and a Graduate Diploma in Communications (Distinction) (QUT).

JIM MURPHY

• Jim commenced as Under Treasurer, Queensland Treasury, on 1 June 2015.

• Formerly a senior executive with the ANZ bank, Jim is an outstanding senior policy executive and respected government leader.

• Prior to his role with ANZ, Jim was Deputy Secretary in the Federal Treasury for more than a decade and also held senior executive positions in the Commonwealth departments of Treasury, Attorney-General and Finance. His distinguished career also includes a role as an adviser with the International Monetary Fund in Washington DC. For a short period, he worked as Chief of Staff in the Office of the Prime Minister. Jim was awarded the Public Service Medal for strategic economic advice that formed the government’s response to the global financial crisis.

MICHAEL SCHAUMBURG

• Michael is Director–General of the Department of State Development and a senior executive with 30 years’ experience in the infrastructure and resources industries.

• For the past two decades, he has held senior executive roles in the Queensland Government and government–owned corporations. Michael is a former Deputy

• Coordinator–General in the Department of State Development, and Engineering Manager of Ports Corporation Queensland.

• Michael’s private–sector experience includes roles for engineering consultants, a large construction contractor and an ASX–listed resources infrastructure development company.


TIQ TIMELINE 2011–17 | A SHORT HISTORY

2011

2012

2014

2013

2015

2017

Invest Queensland transferred to Trade Queensland – changing name to Trade and Investment Queensland (TIQ).

Business and Skilled Migration Queensland transferred to TIQ

1st TIQ Board meeting

TIQ’s Saudi Arabia office closed. Responsibility transfers to UAE office

Special Representatives and International

Business cadet programs discontinued

Corporate Administration Agency (CAA) appointed as TIQ’s

partner agency for provision of corporate services

TIQ formally transitioned

to a statutory body

TIQ HQ

moved to 400 George Street

TIQ Board

Charter adopted

Executive Leadership team appointed (CEO, CFO, 2 X

General Managers)

Houston office

opened

Jakarta office

opened

New CEO appointed

DG Board Members replaced due to MOG

changes and DG appointments

Honourable Steve

Bredhauer appointed as new Chair of TIQ Board

2016

IET Strategy

released

TIQ HQ moved to 1 William Street

Whole–of–government T&I Strategy released

Chengdu office

opened

New Singapore office opened


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EXECUTIVE MANAGEMENT

VIRGINIA GREVILLE CHIEF EXECUTIVE OFFICER

Virginia joined TIQ in January 2017 and brought with her a wealth of international trade and diplomatic experience. In her most recent position, she served as Australia’s Ambassador to Spain, Andorra and Equatorial Guinea. She has also been Australia’s Ambassador to Chile, Peru, Bolivia, Colombia, Ecuador and Venezuela.

Virginia was previously Director of the New South Wales State Office of the Department of Foreign Affairs and Trade. During that period, she was seconded as Chief of Staff to the Trade Minister for several months.

Virginia has significant experience in supporting, dealing and negotiating with a range of governments, international markets and industries. This includes a position as Australia’s Chief Negotiator on the Australia–Chile Free Trade Agreement (FTA) while concurrently Assistant Secretary, Market Development, Business Liaison and Regional Trade Policy Branch and Deputy Chief Negotiator on FTA negotiations with the Arab Gulf States. Previously, Virginia had also been Lead Agriculture Negotiator for the China Free Trade Agreement and Assistant Secretary in the FTA unit.

Virginia also served as Minister Counsellor, Agriculture at the Australian Embassy in Washington DC. She returned to Australia as a senior agriculture negotiator for the Australia–US FTA and then, as Assistant Secretary of the DFAT Trade Commitments Branch, was responsible for its ratification and implementation.

Virginia was also a Senior Executive Service Officer in the (then) Department of Employment, Education and Training and the Department of Agriculture, Fisheries and Forestry.

Virginia holds a Bachelor of Arts from the University of Queensland and a Graduate Diploma in Public Law (Distinction) from the Australian National University. She speaks Spanish.

MARCIA HOFFMANN DEPUTY CHIEF EXECUTIVE OFFICER

Marcia has had a long career in executive management in both central and line agencies in federal, state and territory jurisdictions. Starting her public service career in the Northern Territory, Marcia later joined the Queensland Public Service in 1999 and has worked for five separate departments. Marcia returned to the Northern Territory in 2011 as head of Corporate Services with the Department of Education, and was later CEO of the Territory’s Department of Transport. Marcia re–joined the Queensland Public Service in May 2013 as Deputy Director–General, Department of Agriculture and Fisheries. Since April 2016, she has been working with TIQ’s CEO, leading a major change initiative for the agency.

Marcia has tertiary qualifications in the humanities and management and has specialised in leading large multidisciplinary teams, corporate governance, policy development, change management and government service delivery in rural and remote regions and cross–cultural settings.

MICHELLE WADE GENERAL MANAGER, INTERNATIONAL OPERATIONS DIVISION

As the General Manager of TIQ’s International Operations Division, Michelle’s key responsibilities include managing TIQ’s international network and the Business and Skilled Migration Queensland team.

Before joining TIQ, Michelle worked in Milan, Madrid and Kuala Lumpur as a Trade Commissioner for the Australian Trade Commission. While in Madrid, Michelle pioneered the Australian Government’s infrastructure strategy and facilitated the entry of five of the top twenty international contractors to Australia. Michelle has a strong background in renewable energy and helped to bring some of Spain’s largest solar investments and financiers to Australia.

While in Malaysia, Michelle managed the ASEAN education team. Recognising the maturity of the education market in some countries in the region, she worked to open the skills training market for Australian suppliers in the region.


REBECCA HALL EXECUTIVE DIRECTOR, INTERNATIONAL EDUCATION & TRAINING

As the Executive Director, International Education and Training, TIQ, Rebecca leads the implementation of the government’s new International Education & Training Strategy to Advance Queensland 2016–2026. The IET Strategy was launched on 9 November 2016 with $25.3 million injected into this project by the Queensland Government over a five–year period.

From 1999–2009, Rebecca held roles in economic development, international relations and industry engagement with the Gold Coast City Council and Queensland Department of Education and Training. Rebecca expanded on her experience with government and was appointed the inaugural Director International for TAFE Directors Australia, and as an adviser to many clients on programs and policies related to international education. From 2011 to 2013, Rebecca served as a member of Griffith International’s leadership team as Deputy Director International, leading global mobility, transnational partnerships and international recruitment. Prior to re–joining the Queensland Government, Rebecca held senior roles with the Victorian Government as Executive Director, Trade Victoria and Director, International Education.

Rebecca holds a Bachelor of International Business Relations and International Business from Griffith University, and a Master of International Relations from Bond University. She is also a Graduate of the Australian Institute of Company Directors.

ADAM STEVENSON GENERAL MANAGER, QUEENSLAND OPERATIONS DIVISION

The responsibilities of TIQ’s Queensland Operations Division include servicing the requirements of international and interstate investors, businesses in Queensland’s regions, and exporters in TIQ’s priority industry sectors.

After beginning his career in the private finance sector, Adam has held a series of government executive leadership positions over the past 10 years, including roles related to employment service delivery, ICT strategy, Indigenous economic participation, corporate services, strategic policy and planning, industrial relations and training, and workplace health and safety. Adam has a Bachelor of Economics and won a university award for studies in international trade.

Adam left TIQ in March 2017 to take up a senior executive position in another Queensland Government agency. Devinka Wanigesekera served as Acting General Manager, Queensland Operations, for the remainder of 2016–17.

PAUL BRACEGIRDLE CHIEF FINANCIAL OFFICER

As TIQ’s Chief Financial Officer, Paul’s key responsibilities include the provision of corporate services, including financial management, risk management, information technology, records management and procurement functions.

Previously, Paul served as Manager of Financial Services for Queensland Urban Utilities for five years, and was involved in establishing this statutory authority in 2010 from five council–owned water businesses, including Brisbane Water and Ipswich Water.

Paul gained global commercial experience during his 10 years with USA–based Ionics Incorporated as Financial Controller and three years with the ANZ Banking Group in the UK. Paul holds a Bachelor of Financial Administration, a Master of Business Administration from CPA Australia and Deakin University, and is a Fellow of CPA Australia.


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ABOUT TIQ

TIQ is the Queensland Government’s dedicated global business agency and was established as a statutory body on 1 February 2014 under the Trade and Investment Queensland Act 2013.

TIQ’s vision is a prosperous Queensland — underpinned by diversified exports and high–value investments that create jobs and sustain a vibrant, innovative economy.

TIQ employs its global and regional office networks to identify export opportunities, promote Queensland exporters, target international investors and promote Queensland as an ideal destination offering diverse business opportunities.

GOVERNMENT AND BUSINESS PARTNERS

TIQ collaborates with key stakeholders, including federal and Queensland government agencies, local councils, business associations, individual businesses, unions, universities and other educational institutions.

TIQ has a key role in working with the Department of Science, Information Technology and Innovation to promote and deliver Advance Queensland initiatives. This flagship program of the Queensland Government is designed to encourage entrepreneurs, industry, universities and government to collaborate to turn great ideas into commercial reality. A key objective is to diversify Queensland’s export base from its traditional sectors to niche innovative companies, including start–ups.

TIQ also plays a critical role as a whole–of–government facilitator of investment, including preparing business cases, responding to inquiries, and organising investor site visits and meeting programs.

TIQ manages a contractual partnership with the Australian Government (through Austrade), for the delivery of TradeStart services to assist small and medium–sized regional exporters.

In April 2017, the Queensland Government and the Local Government Association of Queensland signed a Statement of Intent as the first step in developing a Memorandum of Understanding (MOU) for promoting and coordinating trade and investment opportunities in Queensland.

Queensland’s local governments play a key role in Queensland’s economic development and in championing trade and investment opportunities both in Queensland and in overseas markets.

Under the agreement, specific actions and opportunities will be developed that will assist TIQ and local governments to better support small businesses.

The proposed MOU is one of the key initiatives in the Advancing Trade and Investment — Queensland Trade and Investment Strategy 2017–2022.

TIQ also works closely with the Department of Education and Training and other government and industry stakeholders to deliver the initiatives of the International Education & Training Strategy to Advance Queensland 2016–2026

Areas of collaboration to be agreed in the MOU include:

• planning and coordinating inbound and outbound trade missions

• trade and investment information programs for local council representatives

• facilitating business programs such as training for exporters and proponents seeking investment

• enhanced partnership in growing Queensland’s international education and training sector.


C A S E S T U D Y / B G I

C a s e S t u d y

BGIOne of the world’s biggest life sciences institutes, BGI has established its Asia–Pacific research and development headquarters, as well as its commercialisation centre, in Brisbane thanks to the support it received from TIQ.

BGI is a global genomic organisation, with scientific accomplishments including sequencing the genome of an Asian person, the giant panda and the human gut microbiome.

The company is collaborating with Queensland’s research community on a range of initiatives, including omics–based cancer and dementia research with the QIMR Berghofer Medical Research Institute, millet research with CSIRO, sport health with Griffith University, and marine science and healthcare research with James Cook University.

A number of factors helped bring the life sciences giant to Queensland including:

• The Queensland Government’s strong support for biotechnology development,

• BGI’s relationships with local Queensland universities,

• The state’s strong local infrastructure, which offers a good base and springboard for BGI to do business in Australia.

TIQ was also able to provide significant assistance to BGI by introducing it to the Queensland healthcare ecosystem.

The company, which is headquartered in Shenzhen, China, and employs 5,000 people worldwide, plans to extend the latest genomic advancements into clinical testing and diagnosis for precision treatment and prevention of genetic diseases in Queensland.

It has established its Queensland base at QIMR Berghofer Medical Research Institute and is exploring opportunities to expand the business to other industries, including agriculture and aquaculture.

BGI President and co–founder, Professor Jian Wang, said BGI had already established some very strong links with Queensland research institutes.

“We’ve been considering coming to Queensland for some time given the strength of Queensland’s research sector and a visionary state government that is committed to innovation and science as the driving forces of economic development,” Professor Wang said.

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Houston

Santiago

Cairns

Townsville

Mackay

RockhamptonBundaberg

Sunshine CoastBrisbaneToowoomba

Ipswich

Abu Dhabi

Bangalore

London

Jakarta

Guangzhou

Hong Kong

Taipei

Beijing

Shanghai

Seoul

TokyoChengdu

Singapore

Brisbane Queensland

TIQ’S NETWORK

Queensland boasts one of the largest overseas networks of trade and investment promotion offices

of any Australian state. TIQ has 15 offices in 12 countries, including offices in Hong Kong, Shanghai,

Guangzhou, Beijing, Chengdu, Taipei, Tokyo, Seoul, Bangalore, Jakarta, Abu Dhabi, London, Singapore,

Houston and Santiago.

TIQ is also active in regional Queensland. As at June 2017, there were eight offices in regional

Queensland, in Toowoomba, the Sunshine Coast, Bundaberg, Rockhampton, Mackay, Townsville, Cairns

and Ipswich.

TIQ plans to increase its international and regional presence during 2017–18, with a new office in the

United States and an expanded office in Townsville.


Houston

Santiago

Cairns

Townsville

Mackay

RockhamptonBundaberg

Sunshine CoastBrisbaneToowoomba

Ipswich

Abu Dhabi

Bangalore

London

Jakarta

Guangzhou

Hong Kong

Taipei

Beijing

Shanghai

Seoul

TokyoChengdu

Singapore

Brisbane Queensland


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TRADE AND INVESTMENT QUEENSLAND ORGANISATIONAL CHART

Queensland Operations

TIQ Queensland Operations consists of the Priority Sector Teams — Food & Agribusiness (F&A), Mining & Resources (MRT); Urban Infrastructure and Knowledge Industries (UIKI) — the Regional Network of Trade and Investment Advisors (TIOs) and Business Development.’

Queensland Operations works with Queensland businesses to increase their export potential and achieve outcomes in international markets. The support includes assistance with planning, information, introductions and inbound buyer and outbound trade missions.

Queensland Operations works in partnership with other state and federal government agencies (including Austrade and DFAT) to deliver government export and investment priorities.

Queensland Operations plays a critical whole-of -government investor facilitation role across the following sectors, including preparation of business cases, responding to inquiries, and organizing meeting programs and site visits.

Queensland Operations manages the contractual partnership between TIQ and the Federal Government

(through Austrade), for the delivery of ‘TradeStart’ services to assist small and medium sized regional exporters. Through TradeStart, regional exporters can directly access the resources of both TIQ and Austrade.

International Operations

TIQ has 15 international offices in 12 countries.

TIQ’s international offices and its Brisbane–based Overseas Market Support and Directorate teams:

• deliver primary liaison for market–based inquiries and promotions

• maintain relations with Queensland–based bilateral chambers and consular corps

• coordinate TIQ’s involvement with heads–of–mission visits by foreign governments

• manage 29 State–level bilateral international business–related agreements covering 11 countries, including Japan, China, South Korea, Indonesia, the United States of America, Brazil, Chile, Peru, Colombia, Papua New Guinea and the United Arab Emirates

• manage human resources and assets across TIQ’s international offices.

Deputy Chief Executive Officer Corporate

CEO OFFICE

Chief Executive Officer

Mission

PlanningInternational Operations

Queensland Operations

International Education& Training

Overseas MarketSupport

PrioritySectors

Marketing& Events

Mining& Resources

UrbanInfrastructure& KnowledgeIndustries

Food &Agribusiness

BusinessDevelopment

InformationCommunication& Technology

CorporatePlanning & Reporting

RegionalNetwork

Business & SkilledMigration

International OfficeNetwork

Corporate Services

Corporate Communications

Trade and Investment Strategy &Implementation

People & Culture Policy

Finance Communications

Projects

Treasurer and Minister for Trade and Investment TIQ Board


International Operations also uses this international network to promote major Queensland Government policy announcements and events.

Business and Skilled Migration Queensland (BSMQ) is a business unit within TIQ responsible for nominating business and skilled migrants to the Commonwealth Department of Immigration and Border Protection’s State and Territory Nominated Visa Program.

BSMQ supports economic growth by attracting successful international entrepreneurs to invest in Queensland and create new businesses and job opportunities through its business visa program. BSMQ’s skilled migration program identifies highly skilled and experienced professionals to fill skills gaps in the State’s key industries, especially in regional Queensland.

International Education and Training Unit

The International Education and Training Unit is responsible for the delivery of Queensland’s International Education & Training Strategy to Advance Queensland 2016–2026, and is the lead agency for whole–of–government coordination to support growth of the international education and training sector. The team comprises 12 staff onshore and funds 14 business development managers in the TIQ global network who are responsible for international education and training.

Mission Planning

Mission Planning coordinates Ministerial trade and investment missions to promote Queensland as an investment destination and as a source of globally competitive and innovative products and services.

Ministerial missions are key tools to help Queensland businesses to enter markets and identify business opportunities to which they may otherwise not have had access. Missions also increase the profile of Queensland investment projects and provide access to high–quality international investors.

TIQ’s mission programs are developed in line with government priorities, market opportunities and the export capability and international competitiveness of Queensland’s industries.

The number of Ministerial trade missions supported by TIQ has grown in recent years, reflecting Queensland’s increasingly global economy and the increasing role that Ministerial missions play in strengthening global relationships and commercial ties.

In 2016–17, TIQ recorded an 84% satisfaction level among Ministerial mission participants.

Corporate Communications

Corporate Communications manages the Queensland Government and TIQ brands, sub–brands and reputation, and provides strategic advice and guidance to senior leadership and business units about marketing, communications, events and media management. The unit prepares speeches, speaking points and media releases for corporate and Ministerial use, and handles social media and other marketing and event management tasks. It also works with the Export Council of Australia on the delivery of the annual Premier of Queensland’s Export Awards.

Corporate Services

Corporate Services comprises the following units:

• Finance is responsible for ensuring all statutory and regulatory obligations are observed within TIQ, including communicating various internal reporting requirements, and working with Brisbane–based, regional and overseas staff.

• IT and Logistics provides business tools, advice, delivery and maintenance of ICT systems and architecture for TIQ in Australia and overseas.

• Corporate Planning and Reporting provides specialist support services for all of TIQ, including the TIQ Board, the Treasurer and other stakeholders. The team’s services include the TIQ Board secretariat, trade policy coordination activities, economic analysis and policy, and regular corporate non–financial reporting.

• Corporate Projects is responsible for delivering a number of new business systems, including a client relationship management system (Apollo), a document management system, a corporate finance system and other change management activities for Corporate Services as required.

People and Culture

People and Culture drives positive change for employee performance, development and engagement; workplace health and safety; recruitment and selection; policy and processes; workplace culture; and human resources governance.

Queensland Trade and Investment Strategy Implementation

The Queensland Trade and Investment Strategy Implementation team manages implementation plans for each of the Strategy’s initiatives, and for driving whole–of–government collaboration towards their effective delivery.

Policy

Policy is responsible for developing TIQ’s strategic policy and providing international market intelligence and advice on trade and investment policy direction.


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C r e a t i n g

GLOBAL OPPORTUNITIES25 Building on Queensland’s strengths25 Reponding to global trends26 Our objectives28 Advancing Trade and Investment — Queensland

Trade and Investment Strategy 2017–202229 International Education & Training Strategy to

Advance Queensland 2016–2026

BUILDING ON QUEENSLAND’S STRENGTHS

IMPROVING QUEENSLAND EXPORT OPPORTUNITIES AND OUTCOMES IN A TRANSITIONING ECONOMY

Queensland achieved record merchandise exports of $65.9 billion in 2016–17: an increase of $18.1 billion, or 37.7%, from 2015-16, from 2015–16.

Increases in the value of coal and liquefied natural gas exports and, to a lesser extent, increased sales of crops and cotton drove much of the growth.

Queensland remains a reliable and competitive supplier of resources to the world. Queensland is especially well placed to take advantage of opportunities in Asia due to its proximity, effective governance, advanced industrial practices and highly skilled workforce.

However, following an unprecedented resources investment boom, Queensland is transitioning to a more diversified, services–based economy, driven by changes in global demand for goods and services and technological advancement.

Exports are expected to rise strongly in the coming years as resources projects reach expected capacity, and demand for our tourism and education sectors drives growth in services exports.

In calendar year 2016, Queensland’s overseas services exports were valued at $11.4 billion, representing a year–on–year increase of 7.5%.

Queensland’s tourism services exports were valued at $4.1 billion, a 9% increase for the period and Queensland’s education services exports were valued at $3.25 billion, a 14% increase from the previous year.

Queensland offers a range of business advantages, including a stable economy, supportive government, and a solid growth forecast. Queensland’s low operating costs, highly skilled workforce and strategic Asia–Pacific location create an attractive investment destination.

Queensland’s pro–business economic environment, including a competitive tax environment and a growing, diverse economy, offers investors a safe, long–term investment climate within a stable and resilient economy.

Queensland’s proximity to the rapidly growing Asia–Pacific region, further growth by our key trading partners, and increasing prosperity in China and India will continue to provide trade opportunities through growing demand for products and services.

China is today the biggest export destination for Queensland merchandise exports and the largest source of international tourists to Queensland.

RESPONDING TO GLOBAL TRENDS

TIQ RESPONDS TO CHANGING GLOBAL CIRCUMSTANCES, RISKS AND OPPORTUNITIES

Changing international and domestic economic conditions frame the environment in which TIQ operates, and will continue to create opportunities and challenges in the coming year.

Global megatrends that provide significant opportunities for Queensland include the continuing rise of Asia and a burgeoning middle class worldwide.

TIQ has responded to these global trends by delivering two significant strategies: Advancing Trade and Investment — Queensland Trade and Investment Strategy 2017–2022, launched in April 2017, and the International Education & Training Strategy to Advance Queensland 2016–2026, launched in November 2016.

The overall growth of the Queensland economy is forecast to strengthen and, if the improvement in commodity prices is sustained and large projects proceed, then investment in resources and exports will strengthen, boosting Queensland’s economic position.

Business investment continued to adjust in 2016–17 from the record levels experienced during the liquefied natural gas construction boom.

Despite bright spots in tourism and education and ongoing spending in the coal seam gas sector, investment in Queensland is expected to remain unchanged in 2017–18, before returning to moderate growth from 2018–19 onward.

Overseas exports are expected to grow by 3–4% over the next few years. A competitive exchange rate and growing demand from Asian markets are expected to drive non–resource exports, including advanced manufacturing and agriculture.

Queensland exports will benefit from Australia’s growing list of free trade agreements (FTAs), particularly the recently concluded FTAs with the economic powerhouses of China, Japan and Korea. However, in order to maximise the benefits of these agreements, Queensland businesses need to be fully aware of the opportunities.


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We have identified the following risks but have strategies in place to manage them:

Risk Strategies in place Taking advantage of opportunities

Global trends and overseas, behind–the–border regulations that may have negative effects on our clients. This was cited as the number–one risk to international expansion by respondents to the 2016 Australian International Business Survey

We are adopting a whole–of–government approach to identifying and addressing barriers faced by industry, to support a stronger export and foreign investment environment in Queensland

We are:

• maximising trade and investment potential for clients in innovative and emerging industries

• promoting regional strengths, particularly in North Queensland, with targeted trade and investment initiatives

• capturing trade and investment prospects generated by significant international events such as the Gold Coast 2018 Commonwealth Games

• capitalising on global trade trends.

Fragmented approach to government service delivery to exporters and investors

We are actively working with other agencies to develop an integrated, whole–of–government approach to trade and investment services

Dealing with multiple, and competing, key priorities

We are aligning our strategic priorities with a focus on longer-term objectives

Resource shortages and frequent organisational changes

We are empowering and appropriately resourcing our people to focus on delivering targeted trade and investment services

OUR OBJECTIVES

TIQ PRIORITIES 2017–18

Export growth

• Leading the implementation of the whole–of–government strategies, Advancing Trade and Investment — Queensland Trade and Investment Strategy 2017–2022, (T&I Strategy) and the International Education & Training Strategy to Advance Queensland 2016–2026 (IET Strategy). Both strategies have a strong focus on regional Queensland.

• Providing quality advice to business clients and to government and industry stakeholders on trade and investment matters and global business issues.

• Maintaining a strategically positioned network of overseas offices to leverage export and investment prospects.

• Delivering efficient and effective international trade and investment missions.

• Supporting North Queensland’s development, with the expansion of the TIQ North Queensland office in Townsville in 2017–18.

• Undertaking BSMQ–organised familiarisation missions to Ipswich and Rockhampton, and in–market roadshows to Greater China, Vietnam, Malaysia, Singapore and South Africa.

• Hosting the 2017 Queensland International Business Series, with TIQ’s Queensland Trade and Investment Commissioners from our overseas offices visiting regional centres across the state.

• Hosting the 2017 Premier of Queensland’s Export Awards.

• Supporting the Gold Coast 2018 Commonwealth Games overseas to coincide with the Queen’s Baton Relay in Canada, India, Malaysia, Singapore and New Zealand, and targeting potential business delegations to Queensland.


• Promoting internationally other key events being held in Queensland, including World of Drones (August 2017) and Routes Asia (April 2018).

• Continuing to deliver the 36 initiatives in the IET Strategy. Key initiatives for 2017–18 include:

• opening statewide student hubs

• developing a whole–of–state branding framework

• launching the IET Partnership Plan 2017–18.

As outlined in the TIQ Strategic Plan 2017–2021, TIQ’s policies, strategies and service delivery contribute to the following government objectives.

Creating jobs and a diverse economy

TIQ contributes to job creation by supporting the growth of Queensland’s domestic export businesses to increase employment in the state, and by attracting vital investments to Queensland through our international network.

Queensland Treasury estimates that about one in five Queensland jobs is supported by exports, and one in five dollars spent on Queensland goods and services comes from buyers of our exports.

We are contributing to a diversified and innovative economy by providing support across the state’s key traditional and emerging industries.

Delivering quality frontline services

We are delivering responsive, high–quality and integrated export and investment services direct to Queensland’s business community and international buyers and investors.

TIQ runs information sessions directly with Queensland businesses, in collaboration with industry partners. For example, TIQ supported Austrade’s FTA Roadshow information seminars across regional Queensland.

We are committed to ensuring Queenslanders are highly satisfied with the ways governments deliver for their communities.

Building safe, caring and connected communities

We are supporting the government’s vision of building Queensland’s regions and supporting Queensland’s regional business communities by providing locally relevant and responsive services through our regional network.

Both the T&I Strategy and the IET Strategy have a strong regional focus, which will help drive local employment opportunities in regional Queensland.

TIQ’s objectives, priorities and strategies are consistent with the TIQ Strategic Plan 2017–2021:

Objectives Strategies Performance indicators

Growth in diversified exports — contribute to jobs creation by enabling Queensland businesses across regional Queensland and sectors to be successful exporters

• Facilitate comprehensive service provision to Queensland businesses with an internationally competitive export offering

• Target innovative and emerging sectors and SMEs with export potential

• Promote Queensland exports through TIQ’s global network

• Champion and assist Queensland international education and training providers, particularly in regions

• Export client satisfaction with TIQ services

• Cost per export lead


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Objectives Strategies Performance indicators

Job–creating investment — attract high value international investment into Queensland to enable a connected and innovative economy

• Promote Queensland to foreign investment opportunities through TIQ’s global offices

• Pitch Queensland to international investors as an ideal location for establishing a business presence

• Lead cross–government service provision to international investors interested in Queensland opportunities

• Focus on regions, particularly North Queensland, and on investment into the innovation and infrastructure sectors

• Investment client satisfaction with TIQ services

• Cost per investment lead

Promote Queensland on the global stage — drive export and investment growth by identifying global opportunities and promoting Queensland’s strengths to the world

• Foster relationship, partnerships and agreements with global stakeholders

• Organise events across Queensland and overseas to promote the state as a pro–business location and a hub of world–class suppliers

• Deliver inbound and international outbound trade missions that achieve export and investment outcomes

• Identify, communicate, and capitalise on key trade and investment opportunities

• Partner with relevant agencies and stakeholders to deliver a strategy to leverage trade and investment opportunities arising from the Gold Coast 2018 Commonwealth Games event

• Promote Queensland as an international destination for business and skilled migrants

• Satisfaction of Ministerial mission participants with TIQ services

• Overall government stakeholder satisfaction with advice and support

ADVANCING TRADE AND INVESTMENT — QUEENSLAND TRADE AND INVESTMENT STRATEGY 2017–2022

Treasurer and Minister for Trade and Investment Curtis Pitt launched the Advancing Trade and Investment – Queensland Trade and Investment Strategy 2017–2022 (T&I Strategy) on 18 April 2017. The T&I Strategy is supported by $35 million in funding over five years.

TIQ developed the T&I Strategy through a careful analysis of Queensland’s competitive strengths, an examination of the state’s current trade and investment service offerings, and extensive consultation with a wide range of public and private sector stakeholders.

The T&I Strategy includes 22 initiatives, grouped into six policy themes:

• Developing future leaders

• Improving the client experience

• Supporting businesses

• Strengthening the regions

• Expanding our international presence

• Promoting Queensland globally.

The T&I Strategy provides an ambitious agenda designed to drive economic growth and job creation by coordinating trade and investment initiatives that deliver outcomes across the state.

It identifies both traditional and growth industries where Queensland has a clear comparative advantage and highlights the broad range of existing government actions supporting trade and investment.

TIQ began implementing the initiatives in the latter months of 2016–17, including:

• launching a Queensland investment prospectus, Queensland: endless opportunities, which highlights the state’s strategic strengths and opportunities to international investors, on June 6.

• signing a Statement of Intent with the Local Government Association of Queensland designed to enhance trade and investment promotion activities between state and local government agencies.


• organising the first international showcase to be funded under the T&I Strategy — a TIQ–led trade mission of 22 businesses to HOFEX, the Hong Kong Food and Hospitality trade show, in May 2017.

Other significant initiatives include:

• a comprehensive case management service that will improve the customer experience for exporters and investors.

• expansion of TIQ’s international and regional footprint.

• an ambitious program to boost the capability of regional exporters and provide greater support for attracting investment to Queensland’s regions. This includes establishing a dedicated TIQ office in Townsville to support North Queensland businesses, and working with Queensland businesses to increase their ecommerce capabilities.

A copy of the T&I Strategy can be found at https://www.tiq.qld.gov.au/download/business-interest/invest/trade-investment-strategy-TIQ.pdf

INTERNATIONAL EDUCATION & TRAINING STRATEGY TO ADVANCE QUEENSLAND 2016–2026

The International Education & Training Strategy to Advance Queensland 2016–2026 (IET Strategy), which was launched in November 2016, articulates the Queensland Government’s vision for the international education and training industry.

It sets a framework for collaboration between industry and government to grow the industry and enhance the state’s reputation as a leading global provider of international education and training services.

During 2016–17, TIQ began implementing the 36 initiatives in the $25.3 million, five–year strategy, including:

• establishing the International Education and Training Advisory Group, comprising nine industry experts

• launching the $1.2 million per annum IET Partnership Fund, which supported 21 projects in its pilot round

• holding the inaugural IET Summit on the Gold Coast in March, attended by more than 320 sector stakeholders, including nearly 50 international delegates

• completing a regional roadshow across 12 regions in June to develop the first statewide IET Partnership Plan.

The Australian Bureau of Statistics reported 14% annual growth in export revenue from international education and training in Queensland, contributing $3.25 billion to the Queensland economy, for the 2016 calendar year.

The IET Strategy represents the most comprehensive suite of support for international education and training in Queensland’s history, with 36 initiatives focused around four strategic imperatives: promoting Queensland, enhancing student experience, growing the regions, and connecting the industry.

In 2016–17, TIQ also delivered Queensland’s most successful and innovative student awareness campaign. Through the Best Semester Abroad campaign, 20 international students spent five months in Queensland, with the 10–part web series ‘Summer Life Queensland’ capturing their experience.

Collectively, these initiatives had a social media reach of 18 million and leveraged more than $500,000 as a co–contribution from the sector.

To support the growth of international education and training in regional Queensland, TIQ created the Regional Community of Practice, including 14 local governments and study clusters.

Since its first meeting in November, the community of practice has been focused on improving access to regional data and on sharing best practice in cluster development.

TIQ has also created the first Queensland International Student Advisory Panel, placing students at the heart of what we do. Ten students from all sectors and from across Queensland have been selected to engage directly on the rollout of the IET Strategy. The panel is playing an active role in the development of the ‘International Students Meet Parliament’ event, planned for October 2017, and in other student–related projects.

Fourteen international education and training Business Development Managers from the TIQ network have generated 100 export deals between Queensland education and training providers and international buyers over the past 12 months.

The first client satisfaction survey was carried out in March 2017, and 87.2% of international education and training clients rated TIQ’s service as high or very high.


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https://www.tiq.qld.gov.au/download/business-interest/invest/trade-investment-strategy-TIQ.pdf



C a s e S t u d y

HOFEXIn May 2017, 22 Queensland companies attended Asia’s premier food and hospitality trade show in Hong Kong to showcase the variety and versatility of products available in Queensland to buyers in north Asia.

TIQ organised the trade mission to HOFEX where Queensland wines, dried fruits, honey, fruit juices, poultry, seafood, bakery products and even ice cream could be sampled.


C A S E S T U D Y / H O F E X

HOFEX is a biennial food and beverage trade show targeting the hospitality and food sector that attracts over 40,000 buyers from Hong Kong, China, and north–east Asian markets. This was a fantastic opportunity for delegates to showcase their products to key importers, buyers, supermarkets and food servicing companies in a region which simply can’t get enough of what Queensland has to offer.

HOFEX was the first showcase event mission under the Advancing Trade and Investment — Queensland Trade and Investment Strategy 2017–2022. As part of the new strategy, TIQ is committed to helping more Queensland companies into overseas markets through key showcase events like HOFEX.

Five Queensland companies reported outcomes in the weeks following HOFEX.

For example, Gold Coast–based Morlife currently exports around 20 per cent of its functional superfoods and attended HOFEX with the assistance of TIQ. Morlife Export Manager, Cheryl Stewart, said HOFEX showed international buyers that Morlife is serious about breaking into the Asian markets.

“It gave our existing buyers the chance to see our full range of current products and as a result one of our clients has added nine new lines to its current range of products,” Ms Stewart said.

“We also sell into China through an online shopping platform and on the back of HOFEX our orders through that channel have gone up by $40,000 and they just keep going up and up.

“But even more exciting is that we have lots of additional leads in the pipeline after HOFEX. For example, we are in final stage negotiations to secure distribution into one of the major supermarket chains in Hong Kong.”

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T I Q

CORPORATE GOVERNANCE33 Public interest33 Risk management35 Information system and recordkeeping

PUBLIC INTEREST

TIQ’s Code of Conduct is aligned to the principles and values outlined in the Public Sector Ethics Act 1994:

• integrity and impartiality

• promoting the public good

• commitment to the system of government

• accountability and transparency.

TIQ’s Code of Conduct gives staff a framework to ensure the organisation maintains its professional standards. The code outlines the expectations for all staff and provides information on the ethical values and behaviour required in TIQ’s daily business activities. Adherence to these values is fundamental in building a relationship of trust between industry, government and the community.

The code applies to all staff as well as to the TIQ Board Chair, TIQ Board members, contractors and volunteers. Information on the Code of Conduct is provided to all new employees during their induction and electronic copies are available for ongoing reference. Alignment of TIQ procedures and practices has also been put in place in accordance with the Code of Conduct.

Managers monitor that the employees are adhering to the Code of Conduct and are meeting performance expectations regarding their conduct. If the code is breached, it triggers performance management, with the outcome ranging from counselling to termination of employment.

RISK MANAGEMENT

Audit, Finance and Risk Management Committee

The key role of TIQ’s Audit, Finance and Risk Management Committee (AFRMC) is to provide independent assurance, advice and assistance to the TIQ Board on risk, control and compliance frameworks and external accountability responsibilities, as prescribed in the Trade and Investment Queensland Act 2013 and Financial Accountability Act 2009.

TIQ’s Audit, Finance and Risk Management Committee in 2016–17

TIQ’s AFRMC in 2016–17

Member Name Role

Bronwyn Morris Chair

Josie Angus Board Representative

Michael McKee Chief Finance Officer, Department of State Development (independent member)

Attendees Role

Jack Noye/ Virginia Greville

Business Representative – CEO

Marcia Hoffman Business Representative – Deputy CEO

Paul Bracegirdle Business Representative – CFO and Secretariat

Internal auditors (PricewaterhouseCoopers) and external auditors (Queensland Audit Office) attended AFRMC meetings as requested by the committee.

The AFRMC’s duties and responsibilities are to:

• review TIQ’s financial statements for compliance with prescribed accounting and other reporting requirements

• review, with management and external auditors, the results of the external audit and any significant issues identified

• liaise with management to establish there is a common understanding of the key risks to the business, and ensure these risks are documented in a risk register, which will be reviewed regularly by management to ensure it remains up to date

• assess and contribute to audit planning processes relating to the risks and threats to the business

• review effectiveness of the business’s processes for identifying and escalating risks, particularly strategic risks


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• review, through management reporting and internal and external audit functions, the adequacy of the internal control structure and systems, including information technology security and control

• review the business’s compliance with the performance management and reporting requirements of the Financial Accountability Act 2009, the Financial and Performance Management Standard 2009 and the Annual Report Requirements for Queensland Government Agencies

• review whether performance management systems in place reflect the business role/purpose and objectives as stated in the TIQ Strategic Plan 2017–2021.

• determine whether management has considered legal and compliance risks as part of the business risk assessment and management arrangements

• review the effectiveness of the system for monitoring the business’s compliance with relevant laws, regulations and government policies

• prepare an annual report to the TIQ Board summarising the performance and achievements for the previous year. An interim program of the planned activities for the coming year will also be provided.

Risk Management

A robust risk management framework was developed during 2016–17, and integrated into all TIQ business activities and systems.

TIQ’s risk management capabilities were enhanced through training workshops with all business units and international offices to embed risk awareness across all areas of the organisation.

TIQ business areas now update their risk registers and consolidate a quarterly risk management report for the Executive Leadership Team, the Board and AFRMC, to provide a snapshot of risks across business areas, risk rating changes and an overview of current and emerging risks and opportunities.

Internal Audit

Internal Audit supports the AFRMC and TIQ by evaluating TIQ’s financial and operational systems, reporting processes and activities. PricewaterhouseCoopers provides an independent and objective internal audit service and operates in accordance with TIQ’s AFRMC Charter and ethical standards. Internal Audit liaises regularly with the Queensland Audit Office to ensure appropriate assurance services are provided to TIQ.

In 2016–17, Internal Audit delivered a program of work as part of TIQ’s three–year internal audit plan. This plan is aligned to TIQ’s key risk areas, operations, and strategic objectives, and draws on additional specialist expertise as needed.

During 2016–17 the AFRMC conducted internal audit reviews over:

• international payroll processes

• Business and Skilled Migration Program

• information management security

• Corporate Card expense management system pre–implementation

• recurring international office internal controls

• trade missions — end–to–end business process

• Advancing Trade and Investment — Queensland Trade and Investment Strategy 2017–2022

• sponsorship and grant management process

• information security assurance report.

During 2016–17, the AFRMC also conducted reviews on a number of policies newly developed for TIQ:

• Risk Management Framework and Policy

• Foreign Exchange Risk Management Policy

• Fraud and Corruption Prevention Policy

• Right to Information and Information Privacy Policy

• Related Party Disclosure Policy.


INFORMATION SYSTEMS AND RECORDKEEPING

Consistent with initiatives contained in the Queensland Government Information and Communications Technology Strategy 2013–17, TIQ has continued to transform its ICT systems in 2016–17 by using cost–effective technologies while procuring ICT as a service with a ‘cloud first’ approach wherever possible. TIQ continued to enhance its cloud–based customer relationship management system to improve services to TIQ’s clients across the organisation.

Videoconferencing systems installed in all TIQ offices continue to enhance collaboration between employees and clients and drive productive communication for geographically dispersed teams in Brisbane, regional Queensland and internationally.

TIQ completed the move to Microsoft Office 365 applications in the cloud in 2016.

In 2017–18, TIQ will further improve the ICT user experience with the move to other cloud–based services. The TIQ Digital Transformation Program aims to deliver benefits for clients and employees through more efficient data management and better use of digital tools and interfaces in customer service, records management, and internal and external communication.

In 2016–17, TIQ’s managed service provider fully implemented Zscaler software as an internet security platform. This program provides an improved user experience with TIQ enterprise–wide applications while also meeting the information security needs of a public sector agency. This solution helped address a number of ICT security recommendations under the Australian Department of Defence — ‘Essential 8’ mitigation strategies to mitigate risks from cybersecurity incidents and ensure maximum uptime for TIQ’s ICT environment.

TIQ record retention and disposal policies are reviewed in accordance with the Public Records Act 2002 and the General Retention and Disposal Schedule (GRDS) Lite.

The majority of documents have been classified under s.26 of the Public Records Act 2002, Queensland Disposal Authority Number (QDAN) lite. Unclassified documents relating to TIQ business were classified as ‘up for review’ with a review date of two years as at September 2016.

TQ’s record disposal program was reviewed in September 2016. To our knowledge, no physical records have been transferred to the Queensland State Archives and no records have been lost due to natural disasters during 2016–17.

In the second half of 2016, as part of the Brisbane office’s relocation to 1 William Street, TIQ completed an audit of hard copy records in storage.

In 2017–18, TIQ plans to procure a new electronic document and records management system, which will improve the organisation’s in–house record management capability, resources, and systems. This will include the establishment of TIQ’s own document and records management disposal schedule for TIQs physical and electronic records under the Public Records Act 2002.

TIQ’s information management strategy will include a move towards a reduction of paper–based forms and implementation of digital signatures in accordance with the Queensland Government Chief Information Office’s Information Security Standard (IS18).


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T I Q

CORPORATE RESULTS37 Service performance37 Trade and Investment missions 38 Policy Advice and coordination38 Trade and Investment facilitation39 Discontinued measures39 Summary of financial performance

SERVICE PERFORMANCE

To measure the effectiveness of TIQ’s services, client satisfaction surveys were implemented for the first time in 2016–17, seeking feedback from exporters, investors, trade mission participants and internal government clients receiving trade and investment advice and/or support.

Survey results were encouraging, with responses from all client groups surpassing the target of 75% of clients reporting satisfaction with TIQ services. Satisfaction rates were as follows: exporters — 86%, investors — 89%, Ministerial mission participants — 84%, government clients receiving trade and investment advice or support —83.4%.

TIQ’s average cost per export lead of $5,900 was marginally above the target of $5,500 and the average cost per investment lead of $19,500 was also slightly above the $19,000 target, as a result of additional funding received late in the year for the Advancing Trade and Investment — Queensland Trade and Investment Strategy 2017–2022.

In 2016–17, TIQ measured its performance against three service areas:

• trade and investment missions

• policy advice and coordination

• trade and investment facilitation.

TRADE AND INVESTMENT MISSIONS

TIQ supported 15 Ministerial trade and investment missions during 2016–17, including three by the Premier. TIQ also supported three official visits by the Governor. TIQ’s mission programs are developed in line with government priorities, market opportunities and the export capability and international competitiveness of Queensland industry. The number of Ministerial trade missions supported by TIQ has risen in recent years, reflecting the Queensland economy’s growing globalisation and the increasing role that Ministerial missions play in further strengthening global relationships and trade ties.

In 2016–17, respondents to the survey reported a satisfaction rate of 84%.


Notes 2016–17 Target/Est.

2016–17 Est. Actual

2017–18 Target/Est.

Service area: Trade and Investment Missions

Service standards Effectiveness measure

Overall level of satisfaction of Ministerial mission participants with the missions delivered by TIQ 1, 2 75% 84% 75%

Efficiency measure 3

1 This service standard informs on overall satisfaction levels with the quality, timeliness and support provided by TIQ and is derived from an annual client survey. Government stakeholders include Queensland Government Ministers, Directors–General and their agencies and other senior officers.

2 The wording of this service standard has been changed to increase readability, however the calculation methodology has not changed.

3 An efficiency measure is being developed and will be trialled internally in 2017–18 and included in a future Service Delivery Statement.

The outcomes from the missions conducted during 2016-17 are included in the 2016-17 Highlights on pages 8–9 of the Annual Report.

TIQ FACILITATED MINISTERIAL MISSIONS AND OFFICIAL VISITS

Number of missions / visits 18

12

89

7

16

14

12

10

8

6

4

2

02012–13

Source: TIQ unpublished data2013–14 2014–15 2015–16 2016–17


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POLICY ADVICE AND COORDINATION

TIQ provides trade and investment policy advice for the Queensland Government and the Minister for Trade and Investment, including market intelligence and promotion.

TIQ recorded an 83% satisfaction level among government stakeholders for TIQ trade and investment promotion advice and support.





Service area: Policy Advice and Coordination

Effectiveness measure Overall Government stakeholder satisfaction with advice and support on intergovernmental issues on trade and investment promotion 1, 2 75% 83% 75%

Efficiency measure 3

1 This service standard informs on overall satisfaction levels with the quality, timeliness and support provided by TIQ and is derived from an annual client survey. Government stakeholders include Queensland Government Ministers, Directors–General and their agencies and other senior officers.


3 An efficiency measure is being developed and will be trialled internally in 2017–18 and included in a future Service Delivery Statement. Trade and

Investment facilitations

TRADE AND INVESTMENT FACILITATION

TIQ helps Queensland businesses with trade opportunities and encourages inward foreign investment. TIQ creates awareness of trade opportunities, matches Queensland companies with international buyers and investors, and promotes Queensland–based businesses to potential customers through TIQ’s global network.

TIQ recorded an 86% satisfaction rate among exporting clients and an 89% satisfaction rate among investment clients.





Service area: Trade and Investment facilitation1

Effectiveness measure

Overall client satisfaction with advice and/or support provided to a Queensland organisation seeking to export a good or service 2 75% 86% 75%

Overall client satisfaction of investment clients assisted by TIQ 2, 3 75% 89% 75%

Proportion of clients assisted by TIQ who report at least moderate progress in their international business dealings 4

New measure

New measure 75%

Efficiency measure

Cost per export lead $5,500 $5,900 $5,600

Cost per investment lead $19,000 $19,500 $19,700

1 In the 2016–17 Service Delivery Statement (SDS), Trade and Investment Services were separated. In the 2017–18 SDS they have been combined into one service area for simplicity as both functions utilise similar staff, resources and are primarily concerned with client facilitation.

2 This service standard provides an overall satisfaction level informed by the quality, timeliness and support provided by TIQ and is derived from client surveys.


4 This measure reports the percentage of clients who report TIQ has assisted them progress their international business dealings either moderately or significantly.


DISCONTINUED MEASURES

Performance measures included in the 2016–17 Service Delivery Statements that have been discontinued

or replaced are reported in the following table with Estimated Actual results.

Trade and Investment Queensland Notes 2016–17 Target/Est. 2016–17 Est. Actual 2017–18 Target/Est.

Service area: Trade and Investment facilitation

Cost per export deal 1 $42,000 $47,300 Discontinued measure

Cost per investment deal 1 $150,000 $156,000 Discontinued measure

Client satisfaction with advice and support which led to the successful export of a Queensland good or service 1 75% 86% Discontinued measure

Client satisfaction with advice and/or support which led to a successful investment in Queensland 1 75% 89% Discontinued measure

1 In the 2016–17 Service Delivery Statement (SDS), Trade and Investment Services were separated. In the 2017–18 SDS they have been combined into one service area for simplicity as both functions utilise similar staff, resources and are primarily concerned with client facilitation.

SUMMARY OF FINANCIAL PERFORMANCE

TIQ is constituted under the Trade and Investment Queensland Act 2013 and is a statutory body within the meaning given in the Financial Accountability Act 2009 and is controlled by the State of Queensland, which is the ultimate parent.

For the 2016–17 financial year, TIQ had total income of $37.413 million compared with $33.200 million in 2015–16. A total of $34.643 million was provided from funding received from the Queensland Government compared with $30.571 million in 2015–16. The increase was due to TIQ’s implementation of two key whole–of–government strategies: Advancing Trade and Investment — Queensland Trade and Investment Strategy 2017–2022 (T&I Strategy) and the International Education & Training Strategy to Advance Queensland 2016–2026 (IET Strategy).

Employee expenses remained stable at $21.488 million for both Australian and international employees, and accounted for 57% of total income. Supplies and services expenses increased by 27% to $13.721 million in 2016–17 to deliver initiatives under the two whole–of–government strategies.

The $1.093 million surplus was achieved in 2016–17 as a result of delayed project initiatives that will be delivered in 2017–18.

At 30 June 2017, TIQ had total assets of $6.089 million and total liabilities of $2.408 million.

A table of TIQ’s Statement of Comprehensive Income is available on page 45.

Information relating to government bodies and overseas travel, by TIQ staff and engagement of consultants and language services in 2016–17 has been published through the Queensland Government Open Data Website (https://data.qld.gov.au/).


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https://data.qld.gov.au/

T I Q

OUR PEOPLE41 Workforce profile41 Strategic Workforce Planning Framework41 Employee Performance Management Framework41 Flexible work arrangements42 Leadership and Development Framework42 Industrial and Employee Relations Framework42 Early retirement, redundancy and retrenchment42 Workplace health and safety

WORKFORCE PROFILE

At 30 June 2017, TIQ had 118 full–time equivalent employees in Queensland as reported to the Public Service Commission based on the Minimum Obligatory Human Resources Information data. TIQ also had a further 59 full–time equivalent employees across its 15 offices in 12 markets, under Locally Engaged Staff conditions.

The permanent separation rate for the 12–month period to 30 June 2017 was 12.8%.

The TIQ workforce is diverse. Females represent 61% of the total workforce and 71% of executive–level positions, with one–fifth of staff in Queensland offices speaking two or more languages.

STRATEGIC WORKFORCE PLANNING FRAMEWORK

TIQ is committed to attracting and retaining a diverse, inclusive and capable workforce able to deliver the benefits to the Queensland economy.

During 2016–17, TIQ undertook an ambitious recruitment and selection program to enable the permanent or long–term filling of vacancies that had recurrent base or fixed–term funding. An Establishment Management Committee was created to support the implementation of this program and ensured that consistency and transparency were applied to all decisions. The program has resulted in a greater degree of certainty for staff and a more robust organisational structure that supports TIQ to deliver on our commitments under the two strategies.

EMPLOYEE PERFORMANCE MANAGEMENT FRAMEWORK

TIQ has continued to implement and improve the existing performance management framework, which ensures staff priorities and capabilities are aligned to TIQ’s strategic priorities and the government’s key objectives.

Induction and probation processes were strengthened during 2016–17, and TIQ’s annual performance and development review has been refreshed to streamline the process and enhance performance conversations.

FLEXIBLE WORK ARRANGEMENTS

TIQ has continued to support and promote flexible work arrangements for employees through telecommuting, part–time work, flexible work hours and, compressed work arrangements. Following the introduction of the Industrial Relations Act 2016, TIQ has increased the flexibility around these arrangements to ensure fairness and transparency in the decision–making process.

Over the last 12 months, TIQ has placed a greater focus on promoting better work–life balance and mental and physical wellbeing across the organisation. Specific initiatives have included improved management of resourcing levels to assist with workloads; providing staff training on managing stress, office ergonomics, and resilience; and the implementation of other targeted health programs.

39%

TIQ EXECUTIVE LEVEL POSITIONS2016–17

TIQ TOTAL WORKFORCE2016–17

Male Female

Male Female

61%

29% 71%


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LEADERSHIP AND DEVELOPMENT FRAMEWORK

Leadership and development were identified as a key focus area for 2016–17. To address this priority, increased development opportunities have been made available to staff, including time management training, writing and communication workshops, online training courses and ‘lunch and learn’ sessions.

Following the introduction of the Industrial Relations Act 2016, training was rolled out to build capability in relation to management obligations under the new legislation. Further leadership training is scheduled for 2017–18.

INDUSTRIAL AND EMPLOYEE RELATIONS FRAMEWORK

On 3 February 2017, TIQ became a declared Public Service Office under the Public Service Act 2008 and now formally applies the relevant Queensland Government directives. This follows TIQ becoming a signatory to the State Government Entities Certified Agreement 2015 (the Core Agreement) in 2016, and further aligns TIQ’s Queensland employment framework with whole–of–government standards.

TIQ employees covered under these arrangements now have improved clarity on terms and conditions of employment and entitlements. In the lead up to the next round of bargaining for the Core Agreement, TIQ will seek to become party to the Queensland Public Service Officers and Other Employees Award – State 2015.

TIQ has implemented a range of employee communication and consultative forums during the year, which will continue in 2017–2018.

EARLY RETIREMENT, REDUNDANCY AND RETRENCHMENT

No early retirement, redundancy or retrenchment packages were paid during the period.

WORKPLACE HEALTH AND SAFETY

TIQ continues to build a proactive health and safety culture through a strategic workplace health and safety program. Key initiatives delivered during 2016–17 include:

• Development and implementation of the TIQ 2016–18 Workplace Health and Safety Management System Action Plan. Through the plan, TIQ has made significant improvements in training, communication, employee consultation, risk management and incidents and hazards management. In 2017–2018, TIQ will continue to review all health and safety policies and procedures to further ensure legal compliance and best practice.

• Strengthening of the incident and hazard investigation and management process, with incidents and hazards being reported, recorded, investigated and issues rectified in a timely manner.

• Inclusion of workplace health and safety objectives in role descriptions and in the performance and development agreement template, to encourage employees to demonstrate safety leadership at work and in the community.


C A S E S T U D Y / T O M I

C a s e S t u d y

TOMIThe Chair of TOMI International Group, Fusheng Li, was going to visit Sydney and Melbourne to choose an Australian city in which to settle his family who were planning to migrate from China. However, a chance meeting with TIQ Shanghai saw him add Brisbane as the first stop on his Australian trip.

The Business and Skilled Migration Queensland (BSMQ)

team met Mr Li and showed him what the Sunshine State

has to offer migrants and business investors.

He never made it to Sydney or Melbourne. Mr Li said

he was attracted to Queensland because of the great

climate, the direct flights from Brisbane to Tokyo and

Shanghai, good schools and reasonable real estate prices.

BSMQ nominated Mr Li for a significant investor visa in

August 2016.

As a result, Mr Li has now established TOMI Australia and

opened its first office in Brisbane in May 2017.

The company focuses on innovative medical technologies

and the Brisbane office, which currently employs 12 local

staff, will also act as a sale and procurement centre.

TOMI International is a multinational company with a

billion dollar turnover and 12 subsidiary companies all

over east Asia.

Mr Li is currently working on building a private hospital in

Brisbane in collaboration with Majella Group.

TOMI International will be supplying the medical

equipment and facilities for the new hospital. The

investment for this project will be around $450 million.

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T I Q

FINANCIALS45 Financial statements71 Certification of financial statements72 Independent Auditor’s Report74 Checklist compliance


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COMPLIANCE CHECKLIST

Summary of requirement Basis for requirement Annual report reference

Letter of compliance

• A letter of compliance from the accountable officer or statutory body to the relevant Minister/s

ARRs – section 7 4

• Table of contents

• Glossary

ARRs – section 9.1 3

N/A

• Public availability ARRs – section 9.2 2

• Interpreter service statement Queensland Government Language Services Policy

ARRs – section 9.3

2

• Copyright notice Copyright Act 1968


2

• Information Licensing QGEA — Information Licensing


2

General information

• Introductory Information ARRs – section 10.1 7–9, 18

• Agency role and main functions ARRs – section 10.2 18–23

• Operating environment ARRs – section 10.3 25–26

Non–financial performance

• Government’s objectives for the community ARRs – section 11.1 26

• Other whole-of-government plans / specific initiatives

ARRs – section 11.2 28–29

• Agency objectives and performance indicators

ARRs – section 11.3 26–27, 37–39

• Agency service areas and service standards ARRs – section 11.4 37–39

Financial performance

• Summary of financial performance ARRs – section 12.1 39


Governance — management and structure

• Organisational structure ARRs – section 13.1 22

• Executive management ARRs – section 13.2 16–17

• Government bodies (statutory bodies and other entities)

ARRs – section 13.3 N/A

• Public Sector Ethics Act 1994 Public Sector Ethics Act 1994


33

• Queensland public service values ARRs – section 13.5 33

Governance — risk management and accountability

• Risk management ARRs – section 14.1 33–34

• Audit committee ARRs – section 14.2 33–34

• Internal audit ARRs – section 14.3 34

• External scrutiny ARRs – section 14.4 33–34

• Information systems and recordkeeping ARRs – section 14.5 35

Governance — human resources

• Workforce planning and performance ARRs – section 15.1 41–42

• Early retirement, redundancy and retrenchment

Directive No.11/12 Early Retirement, Redundancy and Retrenchment

Directive No.16/16 Early Retirement, Redundancy and Retrenchment (from 20 May 2016)


42

Open Data • Statement advising publication of information

ARRs – section 16 39

• Consultancies ARRs – section 33.1 39

• Overseas travel ARRs – section 33.2 39

• Queensland Language Services Policy ARRs – section 33.3 39

Financial statements

• Certification of financial statements FAA – section 62

FPMS – sections 42, 43, 50


44–71

• Independent Auditors Report FAA – section 62

FPMS – section 50


72–73

FAA Financial Accountability Act 2009 FPMS Financial and Performance Management Standard 2009 ARRs Annual report requirements for Queensland Government agencies


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