2020-21 Annual Report online version
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 Trade and Investment by:
Chief Executive, Department for Trade and Investment
From the Chief Executive
In 2020-21, DTI attracted $703 million of foreign investment into the state, creating over 3495 direct jobs for South Australians, as well as 1688 construction jobs.
Despite the issue of international border closures and travel restrictions, as well as market access difficulties and increases in trade tariffs, DTI has facilitated $54.3 million worth of exports from 179 successful trade outcomes for South Australian exporters.
As a department, we have continued to deliver for our clients, and have achieved a client satisfaction rating of 89 per cent for our trade support and activities.
Through our efforts, we attracted Qantas to the state, boosting the aviation industry with the creation of up to 200 jobs for a new Embraer E190 aircraft base at Adelaide Airport, an important milestone in re-establishing airline connectivity.
The department was directly responsible in further growing the South Australian hitech ecosystem by attracting a number of global companies to the state including Amazon Web Services which is aiming to create more than 50 jobs by 2024, Google Cloud, whose very presence in Adelaide attracted MTX Group – a leading global technology transformation company, which is establishing its first service hub in Adelaide, expected to create around 500 jobs within the next three to five years.
We have also continued to provide clients with the opportunity to do business internationally, to maintain connections and develop partnerships through virtual means, delivering 71 digital webinars, seminars and business-to-business matching events.
Through coordinated and targeted virtual food, beverage and wine programs, we connected producers with buyers, importers, distributors and retailers in overseas markets, which worked particularly well in the United States with local South Australian companies signing deals with Central Market, a specialty grocery sub-brand of HEB, which comprises 340 stores and has a revenue of US$29 billion per annum. The program was delivered in partnership with Food SA, and nine South Australian companies will have their products displayed on supermarket shelves. A first order of US$150 000 has already been generated as a direct result of this activity.
Our reach internationally continues to grow with the opening of our new trade and investment office in Singapore to cover the South East Asia region, appointing new representatives in Seoul, South Korea; New Delhi, India and New York, United States of America.
DTI implemented the Global Expansion Program to support South Australian businesses to grow their export capability into new and existing markets with more than $1 million awarded to the first cohort of recipients.
A total of 16 overseas and interstate companies were welcomed as South Australian Landing Pad grant recipients, with an estimated 95 Full Time Equivalent roles to be created in the next three years.
DTI also launched the new $5.4 million Wine Export Recovery and Expansion Program, a four-year wine market expansion program that supports South Australian wineries to increase commercial opportunities, diversify into new markets, and grow overseas sales channels.
International education is a significant contributor to South Australia’s growing prosperity. Beyond its economic importance, international education attracts new students, new industries and new investors to our state and fosters cultural exchange, social integration and community diversification.
From the first international border closures in 2019, DTI has worked with the Australian Government and the international education sector to facilitate the safe and secure return of our international students to South Australia.
In 2020-21, DTI delivered a significant national milestone for South Australia by achieving Australian Government approval for its International Students Arrival Plan and its international student specific quarantine facility. South Australia is the first, and only, jurisdiction to secure this approval.
DTI continues to progress the International Students Arrival Plan to bring international students back to South Australia and rebuild our international education supply chains.
It has been an incredibly challenging year for our clients. DTI has continued to diversify our delivery methods and look for new ways to innovatively engage with business and trade partners that will position South Australia at the forefront of the nation for attracting investment and talent and drive our economy forward.
Department for Trade and Investment
Overview: about the agency
Our strategic focus
Enabling economic growth in South Australia by attracting investment, increasing exports, building global reputation and removing barriers to business.
DTI is the government agency with frontline responsibility for driving business investment in the state across all industries, and for facilitating trade in all goods and services both interstate and internationally.
DTI leads the identification of likely growth industries for the state and works with other economic agencies and industry to deliver nine priority sector strategies, ensuring industry-led economic growth targets and actions are set.
DTI presents a single front door to industry on trade and investment.
DTI carries responsibility for promoting South Australian trade and investment capability and opportunities, with focus on the nine target sectors.
Trust – We build trust, we promote confidence in each other and our service.
Can do – We have a ‘can do’ attitude, and are proactive, energetic and positive.
Commercial – We are commercial and customer focused, setting high standards and driving outcomes.
One Team – We take a collaborative approach, share our wins and focus on creating better solutions by working together with industry.
Courageous – We empower and promote leadership at all levels.
Questioning & Innovative – We are forward looking and continually improving.
Our functions, objectives and deliverables
- has Trade and Investment Offices in key international markets to facilitate business connections
- provides businesses with a one-stop-shop for training, mentoring and advice on exporting
- delivers the Global Expansion Program, SA Export Accelerator, eCommerce Accelerator and, Export Fundamentals Programs to support businesses on their export journey
- delivers bespoke trade support to businesses to assist them to grow their revenue base through focus on their individual export journey
- pursues, promotes and facilitates foreign investment into South Australia to diversify the economy; and
- manages the South Australian Industry Capability Network.
Our organisational structure
Changes to the agency
These changes included the:
- decentralisation of Business Coordination Services
- realignment of resources to Trade, and Trade Programs and Business Improvements; and
- establishment of an International Business Development team.
Our Executive Team
Deputy Chief Executive – Ms Megan Antcliff
Director Strategic Operations – Ms Sophie Adlaf
Director International Markets – Mr John Ellis
Director State Promotions – Ms Belinda Redman
Director Strategy, Policy and Analytics – Mr Justin Ross
Director Food, Wine and Agribusiness – Ms Nicolle Sincock
Director Minerals and Energy – Mr Wayne Emery
Director Space – Ms Tiffany Katchmar
Director Creative Industries and Hi-tech – Mr Gavin Artz
Director Health and Medical – Mr Mark Wheeler
Director International Education and Tourism – Mr Taliessin Reaburn
Director Defence and Industry Capability Network – Mr Pete Woods
Legislation administered by the agency
The agency's performance
Performance at a glance
- Attracted over $703 million of investments, creating over 3495 direct jobs, plus 1688 construction jobs.
- Facilitated 179 successful trade outcomes for South Australia, adding $54.3 million to state exports.
- Supported 141 South Australian businesses to become new exporters or enter new markets.
- Implemented the Global Expansion Program to support South Australian businesses to grow their export capability in existing markets and into new markets.
- Opened a new trade and investment office in Singapore and appointed trade and investment representatives in Seoul, South Korea; New Delhi, India; and New York, United States of America.
- Promoted South Australia as a valued trade partner and an attractive investment destination by delivering 71 digital webinars, seminars, and business-to-business matching events.
- Achieved client satisfaction with DTI trade and support activity of 89 per cent.
Agency response to COVID-19
- When in market trade promotion events became impossible because of COVID-19, DTI promoted South Australia as a valued trade partner and an attractive investment destination by delivering 71 digital webinars, seminars and business-to-business matching events.
- DTI launched a new virtual business matching trade program including Phase One of a business-to-business (B2B) virtual platform to enable trade clients to interact efficiently with both DTI’s trade advisers, overseas offices and companies across the globe; securing trade deals and continuing to build strong relationships.
- When COVID-19 first emerged, DTI introduced the eCommerce Accelerator Program to assist exporters impacted by travel and trade restrictions. Round two was run in May 2021, and $1.46 million will support 68 companies to develop e-commerce capabilities.
Agency contribution to whole of government objectives
In 2020-21, DTI attracted over $703 million of investments, creating over 3495 direct jobs, as well as 1688 construction jobs.
In 2020-21, DTI:
- achieved client satisfaction with its trade and support activity of 89 per cent, well above the target of 80 per cent
- launched the Global Expansion Program to support capable South Australian companies on the road to being global champions
- assisted 141 new exporters through DTI programs to achieve sustainable exports, just exceeding the target of 140; and
- launched a new virtual business matching trade program, which digitally connects exporters with global buyers through virtual events.
Agency specific objectives and performance
- Target, develop and attract opportunities to increase investment into South Australia, grow the economy and increase employment.
- Develop and implement strategies and programs that increase the international competitiveness of South Australian businesses and facilitate international exports and high value jobs growth.
|Target, develop and attract opportunities to increase investment into South Australia, grow the economy and increase employment||Facilitate $750 million foreign investment into South Australia in priority sectors from companies that are a direct client of DTI||Attracted $703 million of investment|
|Create 4000 new jobs into South Australia in priority sectors from companies that are a direct client of DTI||Created over 3495 direct jobs, plus 1688 construction jobs|
|Hold 60 Digital SA promotion, webinars, seminars and business-tobusiness matching sessions||Delivered 71 Digital SA promotion, webinars, seminars and business-tobusiness matching sessions|
|Achieve 80 per cent client satisfaction on DTI trade and investment support activity||Achieved 89 per cent client satisfaction with DTI trade and support activity|
|Open one new trade and investment office in global markets||Opened a new trade and investment office in Singapore and appointed trade and investment representatives in Seoul, South Korea; New Delhi, India; and New York, United States of America|
|Generate 200 leads from DTI website activity||Generated 200 leads from DTI website activity|
|Growth of South Australia’s share of announced Foreign Direct Investment (FDI) coming into Australia to 6 per cent||Achieved a 6.4 per cent share of announced FDI into Australia|
|Develop and implement strategies and programs that increase the international competitiveness of South Australian businesses and facilitate international exports and high value jobs growth||South Australia’s share of international student enrolments in Australia – target 5.3 per cent||Achieved a 5.6 per cent share of international student enrolments in Australia|
|Facilitate $50 million of export deals for South Australia in priority sectors from companies that are a direct client of DTI||Facilitated 179 successful trade outcomes for South Australia, adding $54.3 million to the state exports|
|Provide 150 export outcomes for South Australia in priority sectors from companies that are a direct client of DTI||Facilitated 179 successful trade outcomes for South Australia, adding $54.3 million to the state exports|
|Support 140 South Australian businesses to export for the first time or enter new markets supported by DTI programs||Supported 141 South Australian businesses export for the first time or enter new markets|
Corporate performance summary
Employment opportunity programs
|Diversity and Inclusion||Within the diversity and inclusion sphere, DTI undertook a number of initiatives and programs that support reconciliation, gender equality, disability and diversity as part of the department’s: • Diversity and Inclusion Framework • Disability Access and Inclusion Plan • Reconciliation Action Plan; and • Gender Equality and Respect Action Plan. DTI employees participated in domestic and family violence awareness training, as part of the department’s commitment to gender respect and preventing violence against women.|
|Aboriginal Employment||DTI worked towards increasing the employment of Aboriginal peoples and included a target in our Reconciliation Action Plan (2020–22). As at 30 June 2020, 1.5 per cent of our workforce identified as Aboriginal.|
|South Australian Government Internship Program||DTI participated in the South Australian Government Internship Program. The program helped students gain valuable employment skills, increase confidence, build professional networks and specific industry and technical knowledge. In 2020-21, the department provided five university students with an internship placement that contributed to the sharing of knowledge and new ideas for both the student and the department.|
|Skilling SA Public Sector Project||The Skilling SA Public Sector Project built workforce capability by providing education and career opportunities for South Australians. In 2020-21, DTI upskilled one employee under this program.|
Agency performance management and development systems
|Performance management and development system||Performance|
|Performance management and development is a twoway process between managers and employees to discuss performance planning and development needs It is expected that employees have formal conversations about their performance twice a year||DTI continuously monitors and supports employees to engage in regular and meaningful performance development discussions to discuss progress, achievements and development goals. Compliance with performance development requirements is measured through entries recorded in CHRIS 21. As at 31 December 2020, 40 per cent of employees had a formal performance discussion with their manager in the past six months. As at 30 June 2021, 61 per cent of employees had a formal performance discussion with their manager in the past six months.|
|Leadership Development||DTI employees participated in leadership and development initiatives such as the South Australian Leadership Academy Next Execs Leadership Program, as well as the Executive Excellence Program. DTI commenced a new bespoke internal leadership program, Leadership at All Levels, to embed united leadership and one team practices across the department.|
Work health, safety and return to work programs
|ELEVATE Wellbeing Program||In April 2021, DTI launched ‘ELEVATE’, a Wellbeing Program. The program is underpinned by Dr Martin Seligman’s positive psychology research and promotes a holistic view of wellbeing. ELEVATE has been operationalised as a matrix of activities whereby programs and actions occur at either an individual, team or organisational level under each of the four pillars of Mind, Body, Connection and Purpose.|
|Mental health, wellbeing||DTI provided a professional free counselling service to employees and their immediate families who are dealing with personal or work-related issues as a part of our Employee Assistance Program. In September 2020, DTI promoted RU OK Day, increasing awareness of mental health as a part of our commitment to the Life in Mind Charter. On 10 September 2020, a virtual online event was held for all DTI employees for R U OK? Day with guest speaker, Anthony Hart who is a Mind Health Advocate speaker, and author.|
|White Ribbon Workplace Reaccreditation Program||In June 2021, DTI received reaccreditation under White Ribbon Australia’s Workplace Accreditation Program. Activities were undertaken to successfully meet 15 criteria under three standards to create a safer and more respectful workplace. DTI recognises that gendered violence is predicated by gendered disrespect, and that maintaining a respectful workplace culture acts as a primary prevention mechanism against workplace, domestic and family violence.|
Workplace injury claims
|Workplace injury claims||Current year 2020-21||Past year 2019-20||% Change (+ / -)|
|Total new workplace injury claims||1||1||0|
|Seriously injured workers*||0||0||0|
|Significant injuries (where lost time exceeds a working week, expressed as frequency rate per 1000 Full Time Equivalents (FTEs)||0||0||0|
*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
|Work health and safety regulations||Current year 2020-21||Past year 2019-20||% Change (+ / -)|
|Number of notifiable incidents (Work Health and Safety Act 2012, Part 3)||0||0||0|
|Number of provisional improvement, improvement and prohibition notices (Work Health and Safety Act 2012 Sections 90, 191 and 195)||0||0||0|
Return to work costs
|Return to work costs**||Current year 2020-21||Past year 2019-20||% Change (+ / -)|
|Total gross workers compensation expenditure ($)||$52 565||$3 175.84||+94%|
|Income support payments – gross ($)||0||0||0|
**before third party recovery
Executive employment in the agency
|Executive classification||Number of executives|
Financial performance at a glance
As at 30 June 2021, DTI had a revised expenditure budget of $74.3 million. Actual expenditure against this budget was $59.5 million. The underspend of $14.8 million primarily related to the timing of grant and project payments of $11.2 million which are now expected to occur in 2021-22 and future years in line with contractual milestones, accounting treatment changes of $0.9 million including reclassification of expenditure to current assets and end of financial year leave liability adjustments and a general operating underspend of $2.7 million which was largely due to the postponement or cancellation of programs due to the impact of the COVID-19 pandemic.
DTI had a revised revenue budget of $49.9 million compared to actual revenue of $50.6 million. The variance of $0.7 million was primarily due to unbudgeted revenue which was offset by additional expenditure.
As at 30 June 2021, DTI had budgeted $14.3 million for current assets compared to the actual result of $28.4 million. The $14.1 million increase is primarily due to higher cash balances as a result of the expenditure underspend.
|Statement of Comprehensive Income||2020-21 Budget $000s||2020-21 Actual $000s||Variation $000s||2019-20 Actual $000s|
|Total Income||49 938||50 600||(662)||62 941|
|Total Expenses||74 323||59 557||14 766||51 776|
|Net Result||(24 385)||(8 957)||(15 428)||11 165|
|Total Comprehensive Result||(24 385)||(8 957)||(15 428)||11 165|
department, the nature of work undertaken and the actual payments made for the work
undertaken during the financial year.
|Consultancies||Purpose||$ Actual payment|
|All consultancies below $10 000 each - combined||Various||$18 279|
|Consultancies||Purpose||$ Actual payment|
|CorporateConnect.AB Pty Ltd||Advice and support on Aboriginal Business Export and Investment Attraction||$19 495|
|Escient Pty Ltd||Grant Automation System Improvements||$24 400|
|PwC||Criteria and delivery options for the Global Expansion Accelerator initiative||$15 000|
|Deloitte Access Economics Pty Ltd||Growth State Investment Opportunity Analysis||$156 449|
department, the nature of work undertaken, and the actual payments made for work
undertaken during the financial year.
|Contractors||Purpose||$ Actual payment|
|All contractors below $10 000 each - combined||Various||$41 843|
|Contractors||Purpose||$ Actual payment|
|Australian Industry Group||Develop the Export Fundamentals Program and deliver program design documentation||$101 290|
|Axant||Business assessments for Stage 2 of the Global Expansion Accelerator Program||$60 000|
|Carey Training Pty Ltd||Temporary Staff Services||$174 864|
|Carrington Day Limited||Recruitment services||$18 419|
|Chandler Macleod Group Ltd||Temporary Staff Services||$13 685|
|Complete the Picture||Digital Infrastructure Business Case||$15 000|
|Deakin University||Research project funding||$60 000|
|DFP recruitment services||Temporary Staff Services||$10 464|
|Diane Kelly||Temporary Staff Services||$58 187|
|East West Consultants||Accounting services for the Office of the Agent- General London||$43 111|
|Escient Pty Ltd||Business analysis services||$93 320|
|Escient Pty Ltd||Design Thinking activities for SAEA grants||$26 250|
|Euroconsult||Market intelligence reports||$32 368|
|F1 solutions Pty Ltd||Develop grant management system||$51 028|
|Fion Jia||South Australia's representative in the Jinan Office - China||$64 435|
|Flywheel Advisory||Deliver Exports and Supply Chain Workshop||$13 875|
|Fsg Shandong Human Resources Service Co||South Australia's representative in the Jinan Office - China||$17 828|
|Hakt Pty Ltd||Develop and deliver a virtual business matching program as part of the trade portal||$137 321|
|Hays Specialist Recruitment||Temporary Staff Services||$695 727|
|Hudson Global Resources (Aust)||Temporary Staff Services||$281 967|
|Hydraco Australia Pty Ltd||Develop the Global Expansion Accelerator Program and deliver program design documentation||$30 000|
|Hydraco Australia Pty Ltd||Develop the Export Fundamentals Program and deliver program design documentation||$11 461|
|Jing Liu||South Australia's representative in the Jinan Office – China||$23 084|
|Katalyst||Digital Interface for Investors Development||$396 180|
|Kkit||Business Classification Scheme Development||$12 600|
|Maxima Training Group (Aust)||Temporary Staff Services||$116 981|
|Modis Staffing Pty Ltd||Temporary Staff Services||$84 031|
|Paxus Australia Pty Ltd||Temporary Staff Services||$75 925|
|Peoplebank Australia Ltd||Temporary Staff Services||$95 094|
|Persolkelly Adelaide||Temporary Staff Services||$40 960|
|Pinnacle Management Systems||Develop and review Work, Health and Safety plans||$12 078|
|Randstad Pty Ltd||Temporary Staff Services||$357 156|
|SA Water Corporation||SA Water Building fit-out||$532 995|
|Satalyst Pty Ltd||Managed Project Services Support||$107 025|
|Satalyst Pty Ltd||Business Analyst Review||$49 600|
|Satalyst Pty Ltd||Records Migration and Operational Support||$19 589|
|Satalyst Pty Ltd||CRM Business Development Solution||$13 778|
|Satalyst Pty Ltd||Migration Delivery||$12 150|
|Taptu Pty Ltd||Business Analyst Review||$68 145|
|Taptu Pty Ltd||CRM Knowledge Base Consolidation||$29 865|
|Taptu Pty Ltd||ICT Helpdesk Augmentation Pilot||$29 310|
|Wine Australia||Temporary Staff Services||$34 550|
|Total||$4 121 696|
Risk and audit at a glance
Fraud detected in the agency
|Category/nature of fraud||Number of instances|
NB: Fraud reported includes actual and reasonably suspected incidents of fraud.
Strategies implemented to control and prevent fraud
- Financial Management Control Plan (FMCP)
- Financial authorisations
- Gifts and Benefits Register
- Complaints Management System
- Policies and Procedures Library
- Risk and Assurance Work Plan; and
- Compliance review of SSSA processes.
DTI financial authorisations are maintained and monitored quarterly through the e-procurement and ANZ Electronic Merchant Services (EMS) purchase card systems. Employee termination reports are reviewed regularly and required amendments to the e-procurement and purchase card authorisations are made in a timely manner.
In 2020-21, DTI adopted the South Australian Protective Security Framework (SAPSF) and subordinate South Australian Cyber Security Framework (SACSF), including the creation of an Agency Security Policy and Plan, to comply with the Department of the Premier and Cabinet Circular PC030 – Protective Security in the Government of South Australia. As part of the SAPSF, DTI has established a Protective Security Committee and Cyber Security Committee, which consists of an Agency Security Executive and Agency Security Advisors to oversee protective and cyber security activities that includes mitigation of emerging risks, management of existing controls and alignment of existing processes and procedures.
In 2020-21, DTI adopted a new Procurement Framework to comply with the new Treasurer’s Instruction 18 – Procurement, including adoption of the new South Australian Government Core (SGC) Procurement System.
The new Procurement Framework and SGC will ensure DTI is effectively managing procurement activities to mitigate risk and maximise value for the South Australian community.
Public interest disclosure
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 July 2019.
Reporting required under any other act or regulation
Reporting required under the Carers’ Recognition Act 2005
The Carers’ Recognition Act 2005 is promoted as part of the department’s induction process and referenced in the DTI Leave Procedure.
DTI employees have access to carers’ leave in line with Commissioner’s Determination 3.1 Employment Conditions – Hours of Work, Overtime and Leave.
In the 2020-21 financial year, 60 DTI employees accessed 184 days of carers’ leave.
Number of public complaints reported
|Complaint categories||Sub-categories||Example||Number of Complaints 2020-21|
|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||0|
|Number of positive feedback comments||0|
|Number of negative feedback comments||0|
|Total number of feedback comments||0|
|% complaints resolved within policy timeframes||0|
- implemented a new grant management portal
- comprehensively uplifted the department’s Customer Relationship Management (CRM) platform
- implemented new Trade and Investment Portals (ConnectPlus)
- rolled out a range of virtual solutions to critical Trade and Investment activities; and
- applied service design methodology to key functions, such as grant management, recruitment, and correspondence management.
|The Department for Trade and Investment is compliant with Premier and Cabinet Circular 039 – complaint management in the South Australian public sector.||Y|
|The Department for Trade and Investment has communicated the content of PC039 and the agency’s related complaints policies and procedures to employees.||Y|