DEPARTMENT FOR ENERGY AND MINING
11 Waymouth Street, Adelaide
GPO Box 320, Adelaide SA 5000
Contact phone number: 08 8463 3000
Contact email: DEM.ExecutiveServices@sa.gov.au
ISSN: 2652-7553
Date presented to Minister: 30 September 2024
To:
Honourable Tom Koutsantonis MP
Minister for Energy and Mining
This annual report will be presented to Parliament to meet the statutory reporting requirements of (insert relevant acts and regulations) and the requirements of Premier and Cabinet Circular PC013 Annual Reporting.
This report is verified to be accurate for the purposes of annual reporting to the Parliament of South Australia.
Submitted on behalf of the DEPARTMENT FOR ENERGY AND MINING by:
Dr Paul Heithersay
Chief Executive
Date 27 September 2024
From the Chief Executive
As the government department charged with leading South Australia’s response to the global energy transformation, the Department for Energy and Mining decided to take an in-depth look at how we operate internally and connect externally with people, communities, and businesses. The question was could we do better, and the answer was a resounding yes. So, in 2023-24, DEM embarked on a major reorganisation of its corporate structure. Gone were the legacy divisions inherited from several Machinery of Government changes this century. In their place we created a new structure to reflect our core businesses: compliance, strategic planning and delivery, and corporate and commercial services.
In a few short months, through the perseverance and resilience of the DEM team, the agency was reorganised, so we were no longer divided between minerals, energy resources, electrical and gas regulation, renewable and low carbon innovation, and corporate services. Regulators and compliance officers are now working together across the agency, as do our strategic planners and policy developers and our teams responsible for executive services, financial, commercial and information technology support. Each team is learning new aspects of the agency’s core business and strategic priorities while bringing fresh approaches to a new era of cooperation and collaboration.
The initial results have been better than anything the Executive Leadership Team envisaged and the goodwill in which the DEM team has adjusted to some major changes has been nothing short of remarkable. I couldn’t have asked for more.
The proof of this new collaborative approach has been evident in the design and development of the Hydrogen and Renewable Energy Act and its regulations. This nation-leading legislative framework set benchmarks for engagement both within the department and with Aboriginal communities, pastoralists, project proponents and other government agencies. From the outset, the department brought together voices from across the state into the South Australian Aboriginal Renewable Energy Forum to make sure any new law would be based on a genuine two-way conversation from its genesis, rather than seeking feedback on a draft Bill toward the end of the process.
While the enacting of this legislation was a highlight of 2023-24, it was not the only one. Harnessing the new organisational structure, DEM began to look at the implications for the economy from the investment expected to flow from the HRE Act and further entrenchment of the link between mining and renewable energy that is critical to South Australia’s net zero ambitions. This review was especially pertinent now that the net zero energy target has been brought forward three years to 2027.
Much of this work is now encapsulated in the State Prosperity Project, and DEM’s role in delivering South Australia Green Iron and Copper Opportunity. We have brought teams together into the Steel Task Force and the Copper Task Force. This will allow us to better seize the twin opportunities created by the emergence of a hydrogen economy empowered by renewable technology and South Australia’s natural endowments of sunshine, wind, copper, and magnetite iron ore deposits.
In 2023-24, DEM launched a Green Iron Expression of Interest process as an action for the new Green Iron and Steel Strategy. We continued work on several key policy documents that will be published later in 2024, including an Energy White Paper to guide the transition to net zero emissions, and a Critical and Strategic Minerals Strategy. As part of our ambition to deliver on the Copper Opportunity, the Task Force is working with copper producers to increase production and explorers to identify new world-class deposits to add to the state’s already impressive copper inventory.
By bringing our regulators together, we are discovering more efficient ways to assess new projects and ensure existing projects are compliant. Our ambition is underpinned by a lean approach and a digital by default philosophy that will eventually improve DEM’s ability to process applications and respond swiftly and successfully to complaints.
From the outside, the restructuring should appear seamless due to DEM’s longstanding, one-window-to-government approach to engaging with stakeholders. Through this approach, DEM’s team works with our co-regulators to assess applications and respond to regulatory issues brought to light by our field visits or members of the public. DEM’s website has been designed to provide timely
information about our projects and programs as well as proactive disclosure and right of access to documents through Freedom of Information.
The department oversees the responsible mining and production of minerals, metals, and fuels to safely and sustainably generate energy and low carbon productions that support the global economic transformation. But just as importantly, DEM provides a
safe and supportive work environment where people are part of a team committed to this once-in-a-generation change.
Dr Paul Heithersay
Chief Executive
Department for Energy and Mining
Contents
Overview: about the agency
Our strategic focus
Our organisational structure
Changes to the agency
Our Minister
Our Executive team
Legislation administered by the agency
Other related agencies (within the Minister’s area/s of responsibility)
The agency’s performance
Performance at a glance
Agency specific objectives and performance
Corporate performance summary
Employment opportunity programs
Agency performance management and development systems
Work health, safety and return to work programs
Executive employment in the agency
Financial performance
Financial performance at a glance
Consultants disclosure
Contractors disclosure
Risk management
Risk and audit at a glance
Fraud detected in the agency
Strategies implemented to control and prevent fraud
Public interest disclosure
Reporting required under any other act or regulation
Public complaints
Number of public complaints reported
Additional Metrics
Service Improvements
Compliance Statement
Appendix: Audited financial statements 2023-24
Overview: about the agency
Our strategic focus
| Our Purpose | To support South Australia to responsibly grow through the success of its energy and mining sectors. |
|---|---|
| Our Vision | To be the world’s most transformative energy and mining department. |
| Our Values | We deliver the best outcomes for South Australians through a culture that is diverse, professional, accountable, respectful, and committed to safety. We demonstrate personal and professional leadership and value recognition as leaders in our field. We engage meaningfully to build a successful, sustainable future for all South Australians. |
| Our functions, objectives and deliverables |
* Ensure all South Australians feel the benefits of the state’s economic transformation. * Increase the wellbeing of South Australian households through empowering consumers and facilitating a low-cost energy transition. * Guide growth and competitiveness of energy development opportunities that will lead to access to low-cost, reliable energy to underpin business growth. * Design and enforce effective and efficient regulation using a one-window approach to co-regulation for mining, oil and gas, extractives, electricity, gas, plumbing and gas fitting. * Support the transformation of the economy toward a net zero-carbon future, while improving the competitiveness of industry. * Generate pre-competitive geoscience and innovative data programs that lead to discoveries and facilitate their transition into projects. * Support royalty growth, job creation and business opportunities that contribute to the overall wellbeing of South Australians. |
Our organisational structure
Changes to the agency
During 2023-24 the department initiated and implemented an organisational restructure designed to deliver strategic priorities in an optimised and flexible way. Five business divisions were consolidated into three to provide better integration and alignment and support the department’s long-term success. No functions were transferred in or out of the department. The new structure became effective 1
November 2023.
Our Minister
Tom has been the Member of Parliament for the seat of West Torrens since 1997 and is currently Minister for Infrastructure and Transport, Minister for Energy and Mining and the Leader of Government Business in the House of Assembly.
Tom previously held ministerial appointments for Transport and Infrastructure between 2013 and 2014 and Mineral Resources and Energy between 2011 and 2018. He was also responsible for these portfolios in the Shadow Ministry between 2018 and 2022.
Our Executive team
Dr Paul Heithersay, Chief Executive of the Department for Energy and Mining, joined the South Australian public service in 2002 where he has held several senior executive roles. He was awarded the Public Service Medal in 2012 for his outstanding public service to the growth and development of the mineral resources sector. Before joining the public service, Paul spent more than 20 years in the resources industry in Australia, Southeast Asia and China. In 2013 Paul was awarded the prestigious Legend in Mining award for his role in guiding South Australia’s transformation into a major destination for investment in mineral resources and energy.
Vince Duffy, Deputy Chief Executive, provides strategic leadership across the agency to enhance the delivery of priorities. Previously he headed a team at the forefront of leading and shaping responses to the many challenges faced during South Australian’s energy transition in the National Energy Market. Vince holds a Bachelor of Economics and a Graduate Diploma in Advanced Economics and has vast experience in energy market programs.
Benjamin Zammit, Executive Director, Regulation and Compliance has oversight of regulatory frameworks that govern South Australia’s mineral, energy and hydrogen resources, as well as the electrical, gas-fitting and plumbing trades. A one-window approach to co-regulation in line with global leading practice and high service standards promotes effectiveness, efficiency and transparency that delivers certainty for industry and community while minimising financial, social, and environmental risks. Benjamin’s experience spans two decades as a regulatory professional, with a background in in science, environmental policy and management, working across the fisheries, environment and the resources sector to drive sound regulatory practices in developments of state significance. Most recently Ben held positions as the Director for Mineral Exploration, Senior Advisor and Senior Case Manager ensuring responsible delivery of exploration and mining projects in South Australia.
Nick Panagopoulos, Executive Director, Corporate and Commercial oversees and supports all facets of the department’s corporate and business support functions underpinning effective departmental operations. With a focus on commercial and economic outcomes, the division’s responsibilities also include managing resource royalty collection for the government and ensuring electricity provision to homes and businesses in remote South Australian towns through the Remote Area Energy Supply scheme. Prior to his current role, Nick led the Petroleum Division within the department as the Acting Executive Director.
Before joining the department in 2013, Nick had an extensive background in the property industry based in Sydney, including serving as the Chief Risk Officer for GPT Group – one of Australia’s largest diversified property groups and before that as the Asia Pacific Regional Risk Manager at Lend Lease Corporation.
Rebecca Knights, Executive Director, Strategic Policy and Delivery provides high level leadership in energy and resources, strategic policy, industry development and projects to deliver sustainable benefits and outcomes for South Australians while unlocking the state’s resource potential. In 2024 a notable example is South Australia’s Green Iron and Steel Strategy, highlighting the state as a key player to make green iron and steel a commercial reality for global steelmakers.
Rebecca has over 20 years' commercial, regulatory and policy experience. Before joining the South Australian Government in 2010, she provided upstream, oil and gas, commercial and regulatory advice to governments, national oil companies and oil majors across the globe. Rebecca previously held energy advisory and regulatory roles with SA Water, ETSA Utilities and the Energy Security Board.
Legislation administered by the agency
Australian Energy Market Commission Establishment Act 2004
Broken Hill Proprietary Company's Indenture Act 1937
Cooper Basin (Ratification) Act 1975
Electricity Act 1996
Electricity Trust of South Australia (Torrens Island Power Station) Act 1962 (The)
Energy Products (Safety and Efficiency) Act 2000
Energy Resources Act 2000
Gas Act 1997
Hydrogen and Renewable Energy Act 2023
Mines and Works Inspection Act 1920
Mining Act 1971
National Electricity (South Australia) Act 1996
National Energy Retail Law (South Australia) Act 2011
National Gas (South Australia) Act 2008
Natural Gas Authority Act 1967
Offshore Minerals Act 2000
Opal Mining Act 1995
Petroleum (Submerged Lands) Act 1982
Port Pirie Smelting Facility (Lead-In-Air Concentrations) Act 2013
Roxby Downs (Indenture Ratification) Act 1982
Stony Point (Liquids Project) Ratification Act 1981
Whyalla Steel Works Act 1958
Other related agencies (within the Minister’s area/s of responsibility)
The Office of Hydrogen Power South Australia is an attached office to the department.
The agency’s performance
Performance at a glance
To better achieve the Department for Energy and Mining’s shared vision of becoming the world’s most transformative energy and mining department, the agency’s Strategic Directions for the next three years have been updated and broadened.
The department now focuses on seven key priority areas, supported by four enablers that emphasise the more collaborative nature of the work being conducted across the agency. This fresh approach is supported by the new organisational structure and the One DEM philosophy that supports a safe and responsive work environment.
These strategic directions are interconnected by the flexibility of our teams, so each of the seven priority areas can be addressed by more than one team or division.
* Enhancing wellbeing for every household,
* Energy as our competitive advantage
* Regulation and governance
* An inclusive and just transition
* Accelerating a zero carbon future
* Access to data to drive transformation
* Unlocking every South Australian’s potential
Ultimately, it is the executive leadership team that is accountable for delivering the department’s priorities and enabling the culture, leadership, engagement, delivery and corporate and communications services that will make success possible.
Executive directors are then responsible for executing the programs, policies, projects, and business plans that have been designed to deliver on one or more of these focus areas.
One year into the three-year timeline there has been solid progress in most program and policy areas, completion of projects in some other areas and still work to do in a couple of areas. This has been achieved within budget by delivering efficiencies and cost-savings through streamlining and digitisation.
The department continued to make strides towards achieving its vision of becoming the world’s most transformative energy and mining department. This progress has taken place amid significant challenges in 2023-24 including global cost-of-living pressures, a national energy crisis and the worst River Murray floods since the 1950s.
With the goal of transitioning the energy sector to a net zero future, brought forward by three years to 2027, and the 2050 net zero economy deadline looming, the department continued to enhance its reputation as a global leader in policy development. The Hydrogen Renewable Energy Act and the Energy Resources Act were both passed by State Parliament. The Hydrogen Renewable Energy Act
creates a nation-leading framework for guiding the development of the emerging hydrogen economy while the Energy Resources Act updates and replaces the Petroleum and Geothermal Energy Act.
The department has continued to build on the Lean review conducted in 2022-23 to streamline application and assessment processes and identify opportunities for greater digitisation of our interactions through the Mining and Exploration Regulation System (MERS) project.
As part of the government’s election commitments, the department has continued to work with the Australian Government to meet its energy transformation goals. This has included the roll out of the Community Battery Program at Edwardstown and Magill and partnership in the Capacity Investment Scheme.
The Geological Survey of South Australia continues to deliver world-class research and analysis. It is enhanced by data generated by the PACE Copper-funded Gawler Craton Airborne Survey, the largest geoscientific data gathering initiative of its kind in the world.
The department has continued to improve regulatory and compliance outcomes by updating regulatory policy and forming new teams across its regulatory and governance responsibilities. These teams aim to provide greater clarity on environmental and social matters and improve the confidence South Australians have in the effectiveness of our legislative and regulatory compliance.
DEM also supports the work of both the Office of Hydrogen Power South Australia and the Resources and Engineering Skills Alliance. While each of these offices have their own governance structures, the work they carry out is critical to the success of energy and mining sectors.
In 2023-24, the department enhanced its forecasting and modelling capability. By bringing in-house forecasting, modelling and economic analysis, the department aims to improve the quality and timeliness of its policy advice to government. The importance of this forecasting capacity has been reinforced by South Australia’s international leadership in many areas of the energy transformation. Due to South Australia’s pioneering approach, DEM cannot reliably draw on international experiences in formulating policy advice in a number of areas and so is increasingly reliant on determining its own unique policy responses to emerging challenges.
Agency specific objectives and performance
| Agency objectives | Indicators | Performance |
|---|---|---|
|
Increase the wellbeing of South Australian households through empowering consumers and facilitating a lowcost energy transition. |
Provide a secure, reliable energy system with lower energy prices for all South Australians. |
Prepared business cases on investment options to increase the wellbeing of South Australian households through empowering consumers and facilitating a low-cost energy transition. Installation and commissioning of two Community Battery Projects at Edwardstown and Magill in partnership with the Australian Government. More than 90% complete by end of 2023/24. Supported the continued evolution of the South Australian Virtual Power Plant, the largest in Australia, to provide lower cost electricity to public housing tenants. Began implementation of a data analytics platform, and an AI strategy to facilitate South Australia’s energy transition. |
|
Guide growth and competitiveness of energy development opportunities that will lead to access to low-cost, reliable energy to underpin business growth in South Australia. |
Design and implement strategies to guide investment in low-cost, reliable energy that maintains South Australia’s continued leadership in the ongoing energy transition. |
Initiated the creation of an internal energy planning and forecasting function to inform decision-making on power system opportunities. Introduced to Parliament legislation to support a mechanism to manage reliability risks by ensuring South Australia retains sufficient dispatchable capacity. Published a green paper on South Australia’s energy transition. Collated responses to options set out in the document and began drafting a white paper. |
|
Deliver and enforce effective, efficient, transparent regulation using a one-window to coregulation. |
Provide regulatory frameworks that deliver sustainable development and service standards within technical, safety, social and environmental expectations. |
Neared completion on the Mining and Exploration Regulation System (MERS) Phase One – for automating the mining and mineral exploration regulatory process. Initiated design work on MERS Phase 2 to incorporate the Hydrogen and Renewable Energy Act and the Energy Resources Act into the automated system. Commenced both the Hydrogen and Renewable Energy Act and the Energy Resources Act following gazettal of relevant regulations. Identified possible legislative and policy reforms to the Mining Act 1971 to be considered in 2024-25. Updated regulatory policy and guidance to support Mining Regulations 2020, including the financial assurance policy, scoping (pre-lodgement) guidelines and tools. |
|
Ensure all South Australians feel the benefits of the state’s economic transformation. |
Embed practices that ensure that South Australia’s energy and mining reforms are just and inclusive. |
Established the South Australian Aboriginal Renewable Energy Forum to provide early engagement on legislative reforms. Continued implementing the two strategic enablers within the Department for Energy and Mining’s Reconciliation Action Plan. |
|
Support the transformation of the economy toward a net zero- carbon future while improving competitiveness of industries. |
Work toward achieving South Australia’s target of 100 per cent renewable energy by 2027 while supporting hard-toabate industries to accelerate progress toward the goal of reaching net zero emissions in all sectors by 2050. |
Develop and implement a strategy and action plan to leverage Commonwealth resources to support state objectives in energy and mining. Established a Copper Task Force to update South Australia’s Copper Strategy while supporting progress toward the existing strategic target of one million tonne copper production by 2030. Supported academic research conducted by Commonwealth funded cooperative research centres throughs with: * Heavy Industry Low-carbon Transition CRC (HILT CRC) * RACE for 2030 CRC * Scaling Green Hydrogen CRC * Future Battery Industries CRC Supported the long-term sustainability of the Whyalla Steelworks through the work of the Steel Task Force. Developed a Green Iron and Steel Strategy to supersede the Magnetite Strategy. As an early strategic action launched an Expression of Interest process to gauge support for investment in green iron technology in South Australia. Liaised with the Commonwealth on the implications for South Australian participants in the Safeguard Mechanism to lower greenhouse gas emissions. Rolled out the Retailer Energy Productivity Scheme to large-scale industry through support for investments in Orora’s upgraded glassmaking furnace and expanded recycling plant. Supported the rollout of a state-wide Electric Vehicle Charging Network of more than 530 charging points at more than 140 sites. Only five sites are yet to be installed and commissioned to complete the project. |
|
Generate precompetitive geoscience and innovative data programs that lead to new discoveries and future output and facilitate their transformation into projects. |
Increase exploration and resource investment to support job creation, economic growth and royalties for South Australia. |
Continued to work with Geoscience Australia to generate additional airborne electromagnetics (AEM) to infill State mapping through the Australian Government’s Resourcing Australia’s Potential funding program. Continued work on South Australia’s Critical Minerals and Strategic Materials Strategy for completion in 2024-25. Identified opportunities for digitising geosceintific information held by Geological Survey of South Australia and the Drill Core Library to enhance online access for explorers and academics to government-held data. Initiated work to update knowledge of South Australia’s magnetite iron ore prospectivity to support the Green Iron and Steel Strategy. South Australia’s Drill Core Library in the Tonsley Innovation District continued to deliver world class service to industry and other stakeholders. |
|
Support royalty growth, job creation and business opportunities that contribute to the overall wellbeing of South Australian people. |
Strengthen engagement and information sharing with the South Australian community to underpin broad support for the Energy and Mining sector and the jobs and business opportunities it provides for the State. |
Continued to support the Landowner Information Service provided by Rural Business Services and identified opportunities for future expansion to include other land use activities. Initiated work on a data platform that will be more effective in allowing businesses to identify commercial opportunities in the energy and mining sectors. |
Corporate performance summary
The Department for Energy and Mining continues to implement its vision to be the most transformative energy and mining government department. Intrinsic to the success of the department is a workplace culture that embraces diversity and provides a business environment that allows agency staff to achieve their full potential.
The DEM regularly recognises and rewards individual and team achievements that align with the agency’s strategic directions and high-performance enablers. The department’s annual Excellence Awards recognise outstanding performance by individuals and teams.
The ongoing contribution of staff working groups gives department employees a voice on developing strategies to improve inclusion, as well as our Lived Experience series and Reconciliation Action Plan that reflect the department’s commitment to reconciliation and workplace diversity. This approach includes a regular rotation of two diversity representatives on the Executive Leadership Team.
During the year, the department finalised our Strategic Directions to align with the Vision, Objectives and Three Missions set out in the South Australian Economic Statement and recognising the driving role of the department in realising the State Prosperity Plan. The department successfully completed the Future State project to adapt its organisational structure to better deliver objectives and priorities in line with the public’s expectations of an efficient and transparent public service.
The department continues to embrace flexible working by offering staff the choice of balancing their work between the office and home, recognising the positive contribution these arrangements have on staff performance and wellbeing.
As a key enabler to deliver improved efficiency of operations and customer experience, we continue progressing projects in the Digital Transformation program, including online reporting and analytics.
Employment opportunity programs
| Program name | Performance |
|---|---|
|
University placements and undergraduate students. |
The department hosted university students for the placement component of their course – primarily in the field of engineering. The department also hosted one university placement and one school placement in the Communications team. |
| Graduates |
The three graduates employed as part of the inaugural graduate program in 2022-23 continued with their second year placement in the Regulation and Compliance Division. One graduate terminated during the year to relocate overseas. |
Agency performance management and development systems
| Performance management and development system | Performance |
|---|---|
|
A performance management and development framework within the agency supports employees and leaders to create performance development plans and have regular performance conversations. |
Staff participate in two formal performance management and development plan conversations each year. The performance management and development framework is supported by iGROW online system to records discussions. The iGROW system experienced technical issues during the reporting year, which resulted inability to record formal development plan discussions. The department has commenced a project to redevelop its performance development framework, designed to provide more flexibility and engagement. The project also includes improvements to iGROW. The organisational restructure impacted the completion of performance discussions due to changes in reporting lines and the finalisation of recruitment. As of 30 June 2024, participation was 45 per cent, a decrease from 68 per cent as of 31 December 2023. Please note the data includes all active employees with more than six months service. |
Work health, safety and return to work programs
| Program name | Performance |
|---|---|
|
Wellbeing Initiatives |
Numerous initiatives support employee wellbeing in six areas: career, social, financial, physical, community and mental. These include: Flu Vaccination Program Flu vaccinations were offered to all staff via onsite clinics or pharmacy vouchers. Onsite vaccinations totalled 101 and 83 vouchers were issued. Flu vaccination uptake remained consistent with previous years. Corporate Cup Annual staff sponsorship of the Corporate Cup recognises that physical activity promotes health and wellbeing while building positive behaviour and a strong team culture. Skin Checks An onsite skin cancer check was offered to all staff with 122 participating in the initiative. Flexible Working From March 2024, a 12-month extension of working from home agreements was implemented. Be Well: A pilot of the Be Well Program was offered to 25 employees through South Australian Health and Medical Research Institute (SAHMRI). |
|
Employee Assistance Program |
Staff have access to free, confidential counselling and support services through offsite Employee Assistance Program appointments or weekly onsite (“walk and talk”) visits from counsellors. The uptake of this program is well received, with positive feedback from participants, who felt particularly supported during the time of the organisational restructure. |
|
Mental Health First Aid Training |
An Expression of Interest (EOI) went to all staff offering the opportunity to become an accredited Mental Health First Aid Officer. As a result, the department added a further six officers. |
| Workplace injury claims | 2023-24 | 2022-23 | % Change (+ / -) |
|---|---|---|---|
| Total new workplace injury claims | 4 | 0 | N/A |
| Fatalities | 0 | 0 | N/A |
| Seriously injured workers* | 0 | 0 | N/A |
|
Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 FTE) | 12.2 | 0 | N/A |
*number of claimants assessed during the reporting period as having a whole person impairment of 30% or more under the Return to Work Act 2014 (Part 2 Division 5)
| Work health and safety regulations | 2023-24 | 2022-23 | % Change (+ / -) |
|---|---|---|---|
| Number of notifiable incidents (Work Health and Safety Act 2012, Part 3) | 0 | 1 | -100% |
| Number of provisional improvement, improvement and prohibition notices (Work Health and Safety Act 2012 Sections 90, 191 and 195) | 0 | 3 | -100% |
| Return to work costs** | 2023-24 | 2022-23 | % Change (+ / -) |
|---|---|---|---|
|
Total gross workers compensation expenditure ($) | $180,740 | $64,047 | +182% |
| Income support payments – gross ($) | $87,950 | $50,810 | +73% |
**before third party recovery
Data for previous years is available at: 2022-2023 Annual Report - Dataset - data.sa.gov.au
Executive employment in the agency
| Executive classification | Number of executives |
|---|---|
| EXECOF | 1 |
| SAES2 | 4 |
| EXECOF | 1 |
| SAES1 | 16 |
Data for previous years is available at: 2022-2023 Annual Report - Dataset - data.sa.gov.au
The Office of the Commissioner for Public Sector Employment has a workforce information page that provides further information on the breakdown of executive gender, salary and tenure by agency.
Financial performance
Financial performance at a glance
The following is a brief summary of the overall financial position of the agency. Full audited financial statements for 2023-2024 are attached to this report.
| Statement of Comprehensive Income | 2023-24 Budget $000s | 2023-24 Actual $000s | Variation $000s | 2022-23 Actual $000s |
|---|---|---|---|---|
| Total Income | 236,840 | 255,512 | -18,672 | 98,099 |
| Total Expenses | 247,145 | 257,225 | -10,080 | 183,413 |
| Net Result | -10,305 | -1,713 | -8,592 | -85,314 |
| Total Comprehensive Result | -10,305 | -1,713 | -8,592 | -85,314 |
The total income received by the department from controlled operations from the 2023-24 financial year was $255.5 million, an increase of $157.4 million from the previous year.
Key factors contributing to the movement include:
* $124.7 million increase for OHPSA appropriation funding from the State Government paid through DEM.
* $26.9 million due to accessing surplus cash in FY23 instead of the drawdown of appropriation.
* $5.8 million net increase in other revenue including Commonwealth funding and regulated fees and charges
| Statement of Financial Position | 2023-24 Budget $000s | 2023-24 Actual $000s | Variation $000s | 2022-23 Actual $000s |
|---|---|---|---|---|
| Current assets | 22,250 | 58,628 | -36,378 | 61,589 |
| Non-current assets | 104,226 | 72,824 | 31,402 | 63,789 |
| Total assets | 126,476 | 131,452 | -4,976 | 125,378 |
| Current liabilities | 44,390 | 47,772 | -3,382 | 39,922 |
| Non-current liabilities | 34,924 | 11,685 | 23,239 | 11,748 |
| Total liabilities | 79,314 | 59,457 | 19,857 | 51,670 |
| Net assets | 47,162 | 71,995 | -24,833 | 73,708 |
| Equity | 47,162 | 71,995 | -24,833 | 73,708 |
The value of assets for the department totalled $131.5 million as at 30 June 2024, which represented an increase of $6.1 million compared with the previous financial year.
Cash and cash equivalents decreased by $2.6 million due to appropriation funding to DEM and OHPSA, a reduction in cash alignment payments and repayment of the Tesla Virtual Power Plant loan in FY23.
Property, plant and equipment acquisitions included $5.2m for Remote Area Energy Supply and $0.5m for the Jupiter Creek fencing project which is offset by $3 million in depreciation. Intangibles increased by $5.8 million due to $5.5m of work on the
Mining and Exploration Regulations System (MERS) project and $0.5m of Digital Restart projects.
The value of liabilities for the department totalled $59.5 million as at 30 June 2024, an increase of $7.8 million compared with the previous financial year.
This increase is due to the level of invoices received for goods and services provided but not paid as at 30 June 2024 including $3.6 million for grant agreements, $3.2 million for investing projects and $7.1 million for supplies and services across a range of projects.
Consultants disclosure
The following is a summary of external consultants that have been engaged by the agency, the nature of work undertaken, and the actual payments made for the work undertaken during the financial year.
Consultancies with a contract value below $10,000 each
| Consultancies | Purpose | $ Actual payment |
|---|---|---|
| All consultancies below $10,000 each - combined | Various | 100,775 |
Consultancies with a contract value above $10,000 each
| Consultancies | Purpose | $ Actual payment |
|---|---|---|
| ACIL Allen Consulting |
Economic Evaluation of SA Geological Survey Services | 78,136 |
| ACIL Allen Consulting |
Review of Cost Recovery for Petroleum and Mineral Regulation | 50,379 |
| Acumentis Pty Ltd |
Specialised valuation report for the National Renewable Energy Market | 13,000 |
| BDO Services Pty Ltd |
Probity Advice for Community Batteries Project | 13,415 |
|
Brubrior Investments Pty Ltd |
Consulting services in relation to the Steel Taskforce | 125,000 |
|
CDM Smith Australia Pty Ltd |
Consulting Services in relation to Strategic Hydrogeological Framework | 40,833 |
| Data Sagacity |
Phase 4 Proof of Value and Framework | 99,644 |
| Data Sagacity |
Provision of Ministerial Workflow solution utilising Power Platform | 67,695 |
| EHS Support Pty Ltd | Hydrogen and Renewable Energy Act Financial Assurance, Jurisdictional Review and Decommissioning Process Review Report | 49,080 |
|
Endgame Economics Pty Ltd |
Operational PLEXOS model of the SA electricity network | 508,675 |
|
Fenix Performance Solutions |
Provision of financial advisory services for the Whyalla Steel Works Transformation | 44,941 |
|
Geomorph Energy Consulting Pty Ltd |
Review of the draft Otway Basin Petroleum Systems Model (PSM) | 39,750 |
|
Hannan & Partners Pty Ltd |
Business Impact Analysis and Business Continuity Plans, including Communication and Command Plan and a Physical Security assessment of Waymouth Street site | 42,000 |
| JBS&G Australia Pty Ltd |
Scoping the development of a statewide Environmental Impact Report (EIR) and Statement of Environmental Objectives (SEO) to cover Renewable Energy Feasibility Licence (REFL) activities under the proposed Hydrogen and Renewable Energy (HRE Act) | 42,885 |
| Kimberley Wanganeen |
Cultural audit and draft recruitment and induction strategy. | 28,000 |
| Mike Slight & Associates |
Preparation of site assessment report and budget estimates | 25,775 |
| Monash University |
Green Iron Supply Chain consulting services | 20,000 |
| OPM Consulting Pty Ltd |
Geological Survey of South Australia services | 66,168 |
|
Optima Consulting & Contracting Pty Ltd |
Review of Oak Dam Mining retention lease application | 11,800 |
| Paul Case |
Strategic advice and services provided as required while performing duties as Chair of both the Mintabie Oversight Committee and Leigh Creek Transformation Task Force. | 76,860 |
| PEG Consulting Pty Ltd |
Review of the Electricity Supply Emergencies (Part 4 Division 6) of the Emergency Management Act | 47,000 |
| PWC |
Provision of financial advisory services for the Whyalla Steel Works Transformation | 73,627 |
| PWC |
Resource Analysis Report undertaken as part of the Woomera Prohibited Area (WPA) Resource Prospectivity and Economic Assessment | 180,000 |
|
Rob Kirk Consultants Pty Ltd |
Otway Sequence Stratigraphy Report Book writing | 22,500 |
| Robert I Thomas |
To mitigate potential environmental and community project risks and adverse outcomes on a range of projects within the Strategic Policy and Delivery. | 139,946 |
|
Rosslyn Cox And Mark Williams Consulting Pty Ltd | DEM Future State Consultation | 29,650 |
|
Rosslyn Cox And Mark Williams Consulting Pty Ltd |
DEM Project Performance Management | 15,000 |
| S4G Consulting Pty Ltd | Technical change management | 104,625 |
| S4G Consulting Pty Ltd |
Enterprise architecture services | 57,630 |
| S4G Consulting Pty Ltd | S4G Data Engineering Support | 41,700 |
| S4G Consulting Pty Ltd |
Delivery of the SA Hydrogen & Renewable Energy Database Project | 35,000 |
| S4G Consulting Pty Ltd |
IT Operations service delivery support | 10,455 |
|
SA Native Title Services Ltd | SA Aboriginal Energy Forum | 19,938 |
| Scyne Advisory Pty Ltd |
Financial advisory services for the Steel Task Force. | 182,649 |
|
The Thomas Family Trust |
Consultancy services to assess the attributes of various mining companies and recommending work to be done to accelerate them into production. | 10,260 |
|
Think One Team Consulting |
Proposal for United Leadership / One DEM Transformation | 30,000 |
|
Thinking in Colours Pty Ltd |
Consulting services in relation to developing South Australia's Green Iron potential | 46,320 |
|
Tonkin Consulting Pty Ltd | Port Pirie landfill design | 49,135 |
|
Umwelt (Australia) Pty Ltd |
Expert strategic advice for risk communications and outage mitigation | 13,500 |
|
University of Adelaide Main Account - Revenue Section |
Consultancy services related to the sustainable development of critical minerals sector and value chain in South Australia | 69,125 |
| Total | 2,622,096 |
Data for previous years is available at: 2022-2023 Annual Report - Dataset - data.sa.gov.au
See also the Consolidated Financial Report of the Department of Treasury and Finance for total value of consultancy contracts across the South Australian Public Sector.
Contractors disclosure
The following is a summary of external contractors that have been engaged by the agency, the nature of work undertaken, and the actual payments made for work undertaken during the financial year.
Contractors with a contract value below $10,000
| Contractors | Purpose | $ Actual payment |
|---|---|---|
| All contractors below $10,000 each - combined | Various | 96,979 |
Contractors with a contract value above $10,000 each
| Contractors | Purpose | $ Actual payment |
|---|---|---|
| ATTMA Australia Limited |
APY Lands Energy Efficiency Retrofit Pilot | 28,651 |
| BDO Services Pty Ltd |
Proof of Value establishment using Power BI | 23,897 |
| Bee Squared Consultants | Development of templates | 46,000 |
|
Challenger Geological Svcs P/L | Temporary agency staff services | 74,795 |
| Chubb Fire & Security |
Provision of fire protection services at the Central Powerhouse/Station | 11,981 |
| Cowell Electric Supply |
Remote Area Energy Supply scheme – provision of electricity generation, distribution and retail services | 5,785,449 |
| Data 3 Ltd | Microsoft Azure services | 159,588 |
| Daylight Breaks Pty Ltd |
Videography for Gawler Phase 2 (GP2) project communications | 56,850 |
|
Denali Formation Evaluation | Petroleum data validation | 45,000 |
| Escient Pty Ltd |
Change management support and coaching | 52,525 |
|
Hannan & Partners Pty Ltd |
Security professionals to assist the ITSA | 54,593 |
|
Hays Specialist Recruitment | Temporary agency staff services | 449,241 |
|
Hylogging Systems Pty Ltd |
Maintenance services for HyLoggerTM 3 machine | 44,880 |
|
Kleinfelder Australia Pty Ltd |
Glenside Geophysical Calibration Facility | 36,355 |
|
Money Mob Talkabout Limited |
Energy education program and community engagement around the introduction of smart meters in remote towns and Aboriginal communities | 250,000 |
|
Mott Macdonald Aust Pty Ltd |
Development of SA Electricity Plan and PLEXOS network model. | 52,325 |
|
MRB Contracting & Consulting |
Site operations, monitoring and supervision of ground works at Leigh Creek | 56,998 |
| Randstad Pty Ltd | Temporary agency staff services | 267,376 |
|
SA Native Title Services Ltd | Native Title Services | 11,848 |
|
Secure Meters (Australia) Pty |
Smart meter services for the Remote Area Energy Supplies scheme | 148,968 |
|
Sonnen Australia Pty Limited | Storage costs | 22,789 |
|
Tesla Motors Australia Pty Ltd | Community Battery Project | 143,550 |
| W.G Reschke |
Machine operator services at Leigh Creek | 33,863 |
|
WSP Australia Pty Limited | SA Renewables mapping | 96,903 |
| Zen Energy Retail Pty Ltd | Storage costs | 24,149 |
| Total | 7,978,574 |
Data for previous years is available at 2022-2023 Annual Report - Dataset - data.sa.gov.au
The details of South Australian Government-awarded contracts for goods, services, and works are displayed on the SA Tenders and Contracts website. View the agency list of contracts.
The website also provides details of across government contracts.
Risk management
Risk and audit at a glance
The Department for Energy and Mining’s combined Audit and Risk Committee (ARC) was established in April 2023 to specifically focus on the department and the Office of Hydrogen Power South Australia.
The role of the ARC is to provide oversight and facilitate continuous improvement for external financial reporting, internal control systems, risk management systems and the internal and external audit functions. Membership consists of both internal and
external members. The committee is independently chaired and met five times during 2023-24.
During 2023-24 the ARC focused on the department’s risk management processes and systems to ensure effective management of its strategic risks. The department identified 14 strategic risks each assigned to the relevant senior executive. Controls and treatments have also been assigned to relevant directors and managers to implement, with oversight provided by the leadership team and the ARC.
The department’s Internal Audit Plan for 2023-24 and the preliminary plan for the forward four financial years was endorsed by the ARC and approved by the Chief Executive. The internal audit projects are designed to provide assurance that the department’s strategic risks are effectively managed and relevant internal controls are continuously improved.
Fraud detected in the agency
| Category/nature of fraud | Number of instances |
|---|---|
| Nil | Nil |
NB: Fraud reported includes actual and reasonably suspected incidents of fraud.
Strategies implemented to control and prevent fraud
The agency continued to take a risk-based approach to control and prevent instances of fraud. The control framework includes a Fraud, Corruption, Misconduct and Maladministration policy and procedure. Fraud control activities during the year included prevention activities, such as approved delegations and segregation of responsibilities, and detection activities, such as financial reporting and compliance reviews. The agency is continuously reviewing and improving its fraud control activities.
Data for previous years is available at: 2022-2023 Annual Report - Dataset - data.sa.gov.au
Public interest disclosure
Number of occasions on which public interest information has been disclosed to a
responsible officer of the agency under the Public Interest Disclosure Act 2018:
0
Data for previous years is available at: 2022-2023 Annual Report - Dataset - data.sa.gov.au
Note: Disclosure of public interest information was previously reported under the Whistleblowers Protection Act 1993 and repealed by the Public Interest Disclosure Act 2018 on 1/7/2019.
Reporting required under any other act or regulation
| Act or Regulation | Requirement |
|---|---|
| Energy Products (Safety and Efficiency) Act 2000 |
Section 25—Annual report (1) The Technical Regulator must, within three months after the end of each financial year, deliver to the Minister a report on the Technical Regulator's administration of this Act during that financial year. |
| Act or Regulation | Requirement |
|---|---|
| Electricity Act 1996 |
Section 14—Annual report (1) The Technical Regulator must, within three months after the end of each financial year, deliver to the Minister a report on the Technical Regulator's operations under this Act during that financial year |
| Act or Regulation | Requirement |
|---|---|
| Gas Act 1997 |
Section 14—Annual report (1) The Technical Regulator must, within three months after the end of each financial year, deliver to the Minister a report on the Technical Regulator's operations during that financial year. |
| Act or Regulation | Requirement |
|---|---|
| The Water Industry Act 2012 |
Section 13—Annual report (1) The Technical Regulator, within three months after the end of each financial year, must deliver to the Minister, a report on the Technical Regulator's operations during that financial year. |
Technical Regulator will present a report separately to the minister.
Public complaints
Number of public complaints reported
| Complaint categories | Sub-categories | Example | Number of Complaints 2023-24 |
|---|---|---|---|
| Professional behaviour | Staff attitude | Failure to demonstrate values such as empathy, respect, fairness, courtesy, extra mile; cultural competency | 0 |
| Professional behaviour | Staff competency | Failure to action service request; poorly informed decisions; incorrect or incomplete service provided | 0 |
| Professional behaviour | Staff knowledge | Lack of service specific knowledge; incomplete or out-of-date knowledge | 0 |
| Communication | Communication quality | Inadequate, delayed, or absent communication with customer | 0 |
| Communication | Confidentiality | Customer’s confidentiality or privacy not respected; information shared incorrectly | 0 |
| Service delivery | Systems/technology | System offline; inaccessible to customer; incorrect result/information provided; poor system design | 0 |
| Service delivery | Access to services | Service difficult to find; location poor; facilities/ environment poor standard; not accessible to customers with disabilities | 0 |
| Service delivery | Process | Processing error, incorrect process used; delay in processing application; process not customer responsive | 0 |
| Policy | Policy application | Incorrect policy interpretation, incorrect policy applied; conflicting policy advice given | 0 |
| Policy | Policy content | Policy content difficult to understand; policy unreasonable or disadvantages customer | 0 |
| Service quality | Information | Incorrect, incomplete, out-dated or inadequate information; not fit for purpose | 0 |
| Service quality | Access to information | Information difficult to understand, hard to find or difficult to use; not plain English | 0 |
| Service quality | Timeliness | Lack of staff punctuality; excessive waiting times (outside of service standard); timelines not met | 0 |
| Service quality | Safety | Maintenance; personal or family safety; duty of care not shown; poor security service/ premises; poor cleanliness | 0 |
| Service quality | Service responsiveness | Service design doesn’t meet customer needs; poor service fit with customer expectations | 0 |
| No case to answer | No case to answer | Third party; customer misunderstanding; redirected to another agency; insufficient information to investigate | 11 |
| Total | 11 |
Additional Metrics
| Additional Metrics | Total |
|---|---|
| Number of positive feedback comments | 1 |
| Number of negative feedback comments | 8 |
| Total number of feedback comments |
15 (This includes 1 Positive, 8 Negative and 6 Neutral Feedback) |
| % complaints resolved within policy timeframes | 100% |
Data for previous years is available at: 2022-2023 Annual Report - Dataset - data.sa.gov.au
Service Improvements
|
The department welcomes all feedback and comments to ensure we are continuing to improve our products and services. All of the complaints received by the department were resolved within the 21 working day policy timeframe. Where the agency was not able to resolve a complaint due to there being ‘no case to answer’, alternative external sources of assistance were suggested to help support a positive customer service experience. In line with PC039 - Complaint Management in the South Australian Public Sector, the department continues to assess the performance of the current Complaint Management System to identify trends, measure service quality and develop service improvements. |
Compliance Statement
| Department for Energy and Mining is compliant with Premier and Cabinet Circular 039 – complaint management in the South Australian public sector | Y |
| Department for Energy and Mining has communicated the content of PC 039 and the agency’s related complaints policies and procedures to employees. | Y |
