Strategic Plan

The Strategic Plan 2013-2016 is available in HTML and also as a PDF.

Foreword

This strategic plan has been developed, in an environment of global uncertainty, to provide direction for the Royal Australian Mint (the Mint) for the next three years and beyond. Through a consultative process with staff, senior managers and board members, the strategic intent was agreed upon and targets set to achieve a significantly better result. The focus for the next three years will be to achieve profitable growth by:

  • Supplying our customer with quality product in full and on time
  • Continuing to build brand recognition
  • Maintaining health, safety and environmental conditions
  • Continuing to recognise and demonstrate the importance of staff.

Description of the Mint and its Role

The Royal Australian Mint, based in Canberra, was established in 1965 to produce the newly created decimal currency for the nation and since that time has produced an estimated 14 billion circulating coins. The Mint also produces numismatic coins (collector and commemorative) for Australia and international markets, as well as circulating coins for other countries.

The gallery provides visitors to the Mint with an education on the history of the coinage system for Australia and coin production and that, combined with the retail shop, ensures the experience is both enlightening and memorable.

The Strategic Planning Process

In developing the strategic plan, the Mint conducted a number of workshops with staff, senior managers and board members and in that process drew on a recently established body of research, as well as the experience and knowledge of staff that have been in the minting industry
for many years.

While historical performance provided a base from which targets and key performance indicators (KPIs) have been determined, conversations with and feedback from customers, both domestic and international, has also provided valuable input into the strategic planning process.

Situation Analysis

A thorough analysis of the performance of the Mint, marketplace and economic and regulatory environment was conducted as part of the strategic planning process with the following being a summary of the key outcomes of that process:

  1. The global economy is uncertain, and will continue to be so over the lifespan of this strategic plan, which will require a conservative approach in target setting and strategy development.
  2. The use of alternative mediums of exchange i.e. cards and mobile devices, will progressively impact on the demand for circulating coins.
  3. The supply of multiple coins with multiple themes has the potential to diminish the value in the numismatic market.
  4. The Mint is in a sound financial position which provides a good base from which to grow and invest.
  5. The governance and control processes are well established and provide a level of oversight that helps to manage risk.
  6. The ownership by the Australian Government and the associated brand are regarded by the market as significant strengths.
  7. The quality of products and attention to detail are recognised by the market.
  8. The capability, in all respects, needs to be addressed in order to reduce waste and inefficiency.
  9. An investment in innovation and creativity, and the development and retention of knowledge is essential.
  10. The Mint has insignificant market shares in the international circulating and numismatic markets.

Vision

Excellence as a world class mint.

Mission

To meet the circulating and collector coin needs of Australia and selected international markets.

Business Definition - Core Functions

The functions of the Mint could be described in practical terms such as production of circulating and numismatic coins but we have chosen to define the activities of the Mint in terms of the use of and experience associated with the collection of coins and the presentation of programs of the Mint.

With that as our intention we have defined the Mint as follows:

Product Function and/or Experience

Circulating Coin

Part of the national currency system of Australia that has real value and acts as a medium of exchange, and on which depict designs of national flora and fauna, heritage or, on occasions, nationally significant historical or contemporary events.

Numismatic Coins

Used as a medium that represents real and intrinsic value and on which depict designs that tell stories about Australia, its history, heritage, environment, wildlife, culture and achievements.

Gallery

A community service that provides a visitor to the Mint with an education on the history of Australian coinage as well as how the use of technology is being used in a contemporary manufacturing environment to produce metal products. The visitor experience will be enhanced over time with the use of interactive displays and technology.

Services - Minting, Machining and Consulting

The Mint has a range of associated assets, knowledge and services that will be utilised to ensure the optimisation of the Commonwealth investment.

Strategic Intent

As the sole supplier of Australian circulating coins and being recognised as the preferred supplier of numismatic and custom minted coins, and associated services, the Mint will achieve profitable growth.

In establishing the targets for the next three years the Mint has:

  • Allowed for the economic uncertainty in the world
  • Accommodated the changing demographics and demand drivers as well as the introduction of new technologies
  • Recognised the relatively insignificant market share positions that the Mint has in the international market
  • Focused on the ability to leverage its marketplace strengths
  • Incorporated major events and marketplace expectations
  • Acknowledged its responsibility and accountability to its key stakeholder - the Australian Government
  • Allowed for the continuing journey to deliver efficiency and effectiveness through capability enhancement

Goals, Objectives and Strategies 2013-2016

To achieve the vision and strategic intent, the Mint will:

Goals Strategies
  • Have the capability and readiness to be a highly effective and efficient supplier
  • Complete process redesign.
  • Invest in new technology and systems by undertakingrigorous business case analysis and approval process.
  • Ensure existing IT systems are providing the capabilityrequired and if not modify the systems.
  • Implement the LEAN philosophy Mint-wide.
  • Target and convert revenue growth opportunities
  • Target all Pacific Island and other close-by countries requiring circulating coins.
  • Establish where feasible, joint ventures with other mints.
  • Where practical and profitable, offer 'other' Mint-owned services.
  • Develop a product range to meet international requirements and Australian niche markets.
  • Ensure product development, and research and development processes are aligned and effective.
  • Leverage ANZAC coin program to grow collector database.
  • Implement 'own the collector' and enhance the dealer relationship.
  • Ensure continued use of most current technology.
  • Leverage guided tours and the significantly improved gallery experience to convert into collectors and specifically target more of the 136,000 students who visit Canberra each year.
  • Build positive brand recognition
  • Build on and convert the existing brand attributes of 'authentic and trustworthy' and develop a reputation as being 'the innovator'.
  • Ensure all activities of the Mint are consistent with the brand attributes and never compromise the ownership position.
  • Progressively build stories around the strengthening position of the Mint and in particular its role in the ANZAC program.
  • Reduce waste and inefficient processes
  • Continue to identify activities that cause waste and change them e.g. the circulating coin supply chain program, procurement and vendor management, tooling rework, blank preparation and engraving services.
  • Measure to manage in order to drive improvement - ensure all areas and activities are effectively measured.
  • Finalise process review and then establish a commitment to the process of continuous improvement - Lean Manufacturing.
  • Ensure a safe and secure environment
  • Maintain investment in health, safety and environment (HSE).
  • Maintain investment in security.
  • Create and implement an environmental management plan.
  • Have engaged, motivated and committed staff
  • Establish a workforce plan and recruit accordingly.
  • Continue to engage and empower staff through regular communication, the professional and development scheme (PDS) process and ensure training requirements are met.
  • Maintain the investment in health and wellbeing programs.
  • Conduct a leadership and mentoring program.
  • Continue to improve the PDS process and ensure training requirements are met.
  • Enforce values through education and leading by example.
  • Satisfy stakeholder expectations and requirements
  • All reporting requirements will be on time.
  • Maintain relationships with all key stakeholders through a formalised contact management program.
  • Ensure ongoing conformance to all regulatory and governance requirements.
  • Create a culture in which staff enjoy their work environment
  • Maintain a social club calendar.
  • Support regular onsite functions and encourage participation in at-work and post-work activities

Critical Success Factors

  1. Funds available to continue to prudently reinvest in:
    • Research
    • Innovation
    • New technology
    • System improvement.
  2. A quality workforce team, who are engaged, motivated and empowered.
  3. Strong governance.
  4. Timely and reliable information as well as understood and implemented performance measurement systems.
  5. Active brand management.
  6. Outstanding communication.
  7. Enabling IT systems.
  8. Quality relationships with key stakeholders.

Risks & Risk Mitigation

Risk Probability Impact Risk Mitigation

A global financial crisis

Med

High

Create a flexible structure

Public sector governance and administrative requirements

Low

Low

Maintain commitment to strong governance.

Fluctuations in metal prices

Medium

Low

Use third party risk managers.

Loss of key staff

Low

High

Workforce plan by 30 March 2013.

Systems failure

Med

High

Business continuity plan (BCP) and back-up system.

IBIS system not an enabler

Med/High

High

Review if required in 2013.

Graft and corruption

Low

High

Maintain investment in security.

Theft

Low

High

Maintain investment in security.

Reputation*

Low

High

Must be centrally measured and reported to the Board.

*Reputation will also be affected if any of the above risks occur

Organisational Chart

Organisational Chart 2013-2016

This organisational chart is also available as a PDF.

Leadership Values

We Will Be

  • Open and honest
  • Trusting and trusted
  • People with integrity
  • Accountable for our actions
  • Respectful
  • Active listeners and not talk over others
  • Non-judgemental
  • Aware and accommodating of other's roles and responsibilities
  • Disciplined
  • Evidence based decision makers
  • Encouraging and developing

We Will

  • Empower our staff
  • Deliver on commitments
  • Recognise performance
  • Create solutions
  • Measure to manage

Service Charter

Services

  • We aim to meet your needs as a customer efficiently and promptly and always look for ways of improving the quality and timeliness of our service.
  • We seek to respond promptly to any issue you may raise related to the history, production and distribution of Australian coinage.
  • You may contact us through our internet site or by mail, email, phone or fax using the address and numbers given in this publication.
  • When you contact us we will be courteous, helpful and prompt in any follow-up actions required.
  • Your first contact person will keep you informed of the progress of your request or may direct your request to a more appropriate person.

Response

  • We will clearly identify ourselves when you contact us by telephone and will ask for specific contact information from you.
  • Your discussions will be treated with respect and confidentiality.
  • If you contact us by phone during business hours (8.30 am to 5.00 pm), we will address your query immediately or advise when a response can be expected. If you contact us by phone out of normal business hours your call will be recorded and we will aim to call you back during the next working day.
  • Your contact by mail, fax or email will be acknowledged within five working days of receipt.

Complaints

  • We will address all complaints in terms of the Australian Standard AS 4269-1995 Complaints Handling and of the Trade Practices Act 1974.
  • If you return products, please include your contact details. If you are currently included on our mailing list please advise us of your customer number. We aim to respond within one week of receipt.
  • If you continue to have a problem, our customer contact staff will try to resolve the matter but if necessary, you will be referred to the appropriate manager.
  • If the matter is then not resolved, please contact the Chief Executive Officer (CEO) with all details. The CEO will respond within one week of receipt of this contact.

Note: This Service Charter is not legally binding on the Royal Australian Mint but is an expression of the standards we seek to achieve and maintain.

Contact Details

Address
Royal Australian Mint
Denison St
Deakin ACT 2600
AUSTRALIA

Visitors are welcome between 8.30 am and 5 pm weekdays and between 10 am and 4 pm on weekends and public holidays. The Mint is closed to visitors on Good Friday and Christmas Day.

Email
info@ramint.gov.au

Phone
Domestic (02) 6202 6900
International +61 2 6202 6900

Fax
Domestic (02) 6202 6953
International +61 2 6202 6953

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