ANNUAL REPORT

2014-15
 VISION
Safe and clean seas, saving lives.

MISSION
Ensuring safe vessel operations, combatting marine pollution, and rescuing people in distress.

ASPIRATIONS
The Australian Maritime Safety Authority (AMSA) plays a custodial role in keeping Australia’s seas safe
and clean, and providing search and rescue services.
To perform these roles, we have to think and operate in a forward-looking way, anticipating, assessing
and making decisions today to meet tomorrow’s challenges.
We will:
• take the lead in maritime safety regulation, maritime environmental emergencies, and maritime
and aviation search and rescue
• lead the implementation of measures promoting and giving effect to safety and environment
policies, both nationally and internationally
• have strong and confident strategic partnerships with stakeholders
• be sought after as a preferred choice for career development and advancement
• support our operations and community through information systems that are linked, reliable and
up to date.

PLAN ON A PAGE
Our Plan on a Page (page V) captures our vision, mission and aspirations, and also describes our
strategic challenges, goals and responses. Everything we do, as described in this annual report, is in
response to these strategic challenges and in pursuit of these goals. Demonstration of the alignment
between our activities and our strategic challenges is provided on each chapter’s cover page.

Cover Image courtesy of Luke Taylor, SurfLife Australia Photography

facebook.com/SurflifeAustraliaPhotography

i ii
iii iv
 PLAN ON A PAGE

PLAN ON A PAGE
STRATEGIC CHALLENGE 1 Our activities
ADDRESSING GROWTH AND COMPLEXITY IN OUR OPERATING ENVIRONMENT
•
•
Ensure safe shipping in Australian waters
Minimise emissions and discharges from ships in the marine environment SC1 Our governance SC6
• Respond efficiently and effectively to maritime casualties and marine pollution incidents
• Save lives by coordinating search and rescue Our people SC6

STRATEGIC CHALLENGE 2 Vessel and seafarer safety SC1 SC2 SC3 SC4 SC5
KEEPING PACE WITH CHANGE
• Minimise the regulatory burden with a single set of rules for domestic vessels and seafarers
• Implement a modernised regulatory scheme for international trading and foreign vessels SC2 Search and rescue SC1 SC4 SC5

• Build and promote a quality international shipping register

Marine environment SC1 SC4 SC5

STRATEGIC CHALLENGE 3 Navigation safety SC1 SC4 SC5

ENSURING A COMPETENT AND FAIRLY TREATED MARITIME WORKFORCE
• Have an active and competent maritime workforce
• Reduce unnecessary barriers enabling increased pathways for participation within the maritime
industry
SC3 Working with industry SC1 SC2 SC3 SC4 SC5

• Ensure compliance with international standards for training certification and watchkeeping
• Ensure decent working and living conditions for seafarers on board ships

STRATEGIC CHALLENGE 4
INFLUENCING INTERNATIONAL ARRANGEMENTS
• Make sure international standards reflect Australian expectations and international standards are
reflected nationally
• Improve and promote maritime safety and environmental protection in our region
SC4
• Have a strong regional voice in international fora
• Make sure regional approaches align with International Maritime Organization priorities.

STRATEGIC CHALLENGE 5
ENGAGING WITH THE COMMUNITY
• Have an Informed and engaged community on maritime issues, search and rescue issues, and
AMSA’s role
SC5
• Be respected and trusted

STRATEGIC CHALLENGE 6
ENSURING A VIBRANT AND PROGRESSIVE ORGANISATION
•
•
Have a professional, flexible and engaged workforce that is change ready
Use technology to improve the services we deliver to do business anytime, anywhere
SC6
• Maintain a level of funding that will sustain our service delivery into the future
• Have effective and efficient processes and systems
• Maintain a flexible pool of external and internal capability and resources

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 REPORTING REQUIREMENTS AND RESPONSIBLE MINISTER

REPORTING REQUIREMENTS AND

TRANSMITTAL LETTER RESPONSIBLE MINISTER
The Public Governance, Performance and Accountability Act 2013
(PGPA Act) requires that corporate Commonwealth entities prepare
an annual report in accordance with the relevant Rule (being the
Public Governance, Performance and Accountability (Consequential
and Transitional Provisions) Rule 2015). Despite the transition to the
PGPA Act from 1 July 2014, the Rule confirms that the Commonwealth
Authorities Annual Reporting Orders 2011 (Annual Reporting Orders)
continue to apply for the purposes of the Annual Report 2014-15.
Accordingly, the AMSA Annual Report 2014-15 is presented in
accordance with the Annual Reporting Orders and the Australian
Maritime Safety Authority Act 1990.
24 September 2015 The report is to be presented to the responsible minister by 15
October and requires the minister to table the report in both Houses
of the Parliament as soon as practicable after receiving it. It is the
The Hon Warren Truss MP
government’s preferred policy that the reports be tabled by 31 October.
Deputy Prime Minister
Minister for Infrastructure and Regional Development AMSA reports to the Australian Parliament and Government through the Deputy Prime Minister and
Parliament House Minister for Infrastructure and Regional Development, the Hon. Warren Truss MP.
CANBERRA ACT 2600 Under the PGPA and AMSA Acts, the directors of AMSA (the members of the Board) are responsible
for this annual report.
This report provides a review of activities undertaken in 2014-15, using the reporting arrangements set
Dear Deputy Prime Minister out in the Portfolio Budget Statements 2014-15 and the AMSA Corporate Plan 2013-18.

On behalf of the Australian Maritime Safety Authority (AMSA), I present to you the Annual
Report for the reporting year 1 July 2014 to 30 June 2015.

The report provides a detailed description of AMSA’s operations during the year as well as
financial statements and the Auditor-General’s report on those financial statements. This
report has been prepared in accordance with the requirements set out in the Public
Governance, Performance and Accountability Act 2013, the Commonwealth Authorities
(Annual Reporting) Orders 2011, and in accordance with the Australian Maritime Safety
Authority Act 1990.

The report is made in accordance with a resolution on 24 September 2015 of the Directors
who are responsible, under section 46(1) of the Public Governance, Performance and
Accountability Act 2013 for its preparation and content.

Yours sincerely

Stuart Richey AM

82 Northbourne Avenue, Braddon ACT 2612

GPO Box 2181, Canberra ACT 2601
p +61 (0)2 6279 5994
m +61 408142337
e s.richey@bigpond.net.au

vii viii

TABLE OF CONTENTS
VISION, MISSION & ASPIRATIONS ii
PLAN ON A PAGE v
TRANSMITTAL LETTER vii
REPORTING REQUIREMENTS AND RESPONSIBLE MINISTER viii
CHAIRMAN’S REVIEW 2
ORGANISATIONAL PROFILE 6
Enabling legislation 7
Board & committees 7
AMSA Board 7
Board Audit Committee 8
Remuneration Committee 8
Organisational changes 9
Structure 9
FINANCIAL SUMMARY 12
OUR GOVERNANCE 18
AMSA Service Charter 20
Government and parliament 20
Planning and reporting arrangements 21
Risk management 21
Fraud control 21
Public Information Disclosure Act 2013 22
Business continuity 22
Performance measurement 22
Certified management system 22
Financial management 23
System upgrades 23
Procurement 23
Cost recovery 23
Insurance and indemnities 23
OUR PEOPLE 26
Our workforce 27
Workforce Strategy 27
Workplace relations 27
Workplace diversity 27
Workforce profile 28
Learning and development 29
Work health, safety and environment 30
Workers’ compensation premium 31
Environmental performance 32
VESSEL AND SEAFARER SAFETY 34
International shipping 35
Industry trends 35
Ship inspections 35
Creating a safety culture 36
Qualifications 38
Domestic commercial vessel safety 39
National System streamlining 39
Standards reform 39
Governance arrangements 39
Statement of Regulatory Approach 40
Surveyor accreditation 41
Industry liaison 41
Training and education 41
Safety management systems 41
Qualifications 41
ix Compliance and enforcement 43
TABLE OF CONTENTS
SEARCH AND RESCUE 46
National search and rescue service 47
Notable 2014-15 incidents 47
National Search and Rescue Council 49
Distress beacons 49
Search and rescue capabilities 49
Technology developments 50
Torres Strait Marine Safety Program 51
Antarctic 51
MARINE ENVIRONMENT 54
National Plan for Maritime Environmental Emergencies 55
Training 55
Response capability 56
Emergency towage 58
Protection of the Sea Levy reduced 58
Coral Sea Particularly Sensitive Sea Area 59
NAVIGATION SAFETY 62
Shipping management 63
Shipping management plans 63
Under keel clearance management 64
Great Barrier Reef and Torres Strait Vessel Traffic Service 65
Aids to navigation management 65
Aids to navigation network 65
Celebrating 100 years of Commonwealth management of aids to navigation 67
WORKING WITH INDUSTRY 70
Domestic consultation and events 71
Maritime 2014: Ship to Shore 72
Engagement and communication tools 73
Advertising and market research 73
Our Registered Training Organisation 73
Working internationally 74
International Maritime Organization 74
International Civil Aviation Organization 76
International Association of Marine Aids to Navigation and Lighthouse Authorities 77
Regional engagement 77
APPENDICES 80
Appendix 1 Financial statements 81
Appendix 2 Non-financial performance 133
Appendix 3 Board members 143
Appendix 4 Strategic risk profile 150
Appendix 5 Marine Orders issued in 2014-15 154
Appendix 6 AMSA’s functions and powers 156
Appendix 7 Current publications 157
REFERENCES 166
Acronyms and abbreviations 167
Compliance index 169
Index 173
Annual report contact 178
x
 1
CHAIRMAN’S
REVIEW

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 CHAIRMAN’S REVIEW

CHAIRMAN’S REVIEW
At AMSA, we are committed to maintaining our standing as a AMSA maintains a strong international presence through representation at various bodies, technical
world-leading agency for maritime safety, environment protection, cooperation programs and in memoranda of understanding. AMSA has been a member of the
and search and rescue. This report contains detailed information International Maritime Organization’s Council for more than 40 years, and in 2014-15 we continued
on our achievements, challenges, and activities throughout the to play a vital role in this organisation, progressing initiatives in shipping management, safe carriage
past financial year, a few of which I would like to highlight. of cargo, environment protection and safety of life at sea. AMSA’s work is not limited to the maritime
industry, with our representation at the International Civil Aviation Organization enabling us to play a
It has now been two years since AMSA took on the role of National key role in the improvement of aeronautical search and rescue services.
Regulator for all commercial vessels—the biggest reform in our
history. Under the National System for Domestic Commercial As Chairman of AMSA, I am proud of our achievements to date and, together with the Board and
Safety (National System) AMSA has been working with state Executive, am committed to ensuring we are well placed to respond to future challenges.
and territory marine agencies to implement ways to deliver a
I acknowledge the contributions of my fellow Board members, particularly former Chairman Leo
highly efficient and effective regulatory framework for operators.
Zussino who retired from the Board in November. In his six years at the helm, Leo made a valuable
Our challenge now is to set a path for a National System that is
contribution to the organisation. Captain Fred Ross also retired in November after three years of
consistent, streamlined and sustainable. AMSA is working with
valuable service to the Board.
our delegates and industry to implement initiatives to simplify
compliance. I wish to recognise the exemplary leadership provided by AMSA’s new Chief Executive Officer Mick
Kinley. Having started his career in the shipping industry, and joining AMSA as a marine surveyor in
As the National System continues to evolve, so does our role.
1994, Mick brings a wealth of experience to the role.
Transport ministers and their officials have agreed that AMSA
will assume full service delivery and cost recovery functions from To Deputy Prime Minister Warren Truss, his staff, and the Department of Infrastructure and Regional
July 2019, following a transition period commencing in July 2017. We are working to establish Development, I pass on our thanks for their continued support.
implementation arrangements and further detail around this decision.
Finally, on behalf of the Board, I wish to thank the staff of AMSA. For a relatively small agency, we
Under the Navigation Act 2012, which commenced at the same time as the National System, have a wide scope of operations. It is testament to the expertise and dedication of our staff that we are
AMSA can issue directions to vessels that may pose an increased risk to seafarers, vessels or the able to not only fulfil our duties, but play a vital role in the international maritime community.
environment. For the first time since the introduction of the Act, these powers were exercised in
2014-15, banning 4 vessels from Australian ports for periods ranging from 3 to 12 months.
AMSA has continued working to create an industry safety culture through engagement at
the International Labour Organization, Maritime Labour Convention training and inspections, Stuart Richey AM
the release of new ship safety videos, and an ongoing research study with the University of 24 September 2015
Queensland and the University of Western Australia.
Two major contracts were signed in 2014-15 to improve AMSA’s search and rescue capability.
A new contract was signed with Cobham SAR Services Pty Ltd to provide the next generation
aircraft dedicated to search and rescue from 2016. Under this contract, Cobham will provide
a comprehensive service which includes owning, modifying, maintaining and operating three
specifically-modified Bombardier Challenger jets. AMSA also conducted a joint approach with
Maritime New Zealand to procure the Medium-altitude Earth Orbit Search and Rescue (MEOSAR)
capability for the region. Once fully operational, the MEOSAR system will reduce beacon detection
times, allowing us to respond more efficiently to distress situations.
As we look to the future, we are working to strengthen our capabilities to respond to shipping
growth. Following the release of the North-East Shipping Management Plan in October 2014,
AMSA is working on a National Shipping Management Plan due for release in 2015-16.
In July 2014 AMSA farewelled our emergency towage vessel Pacific Responder, with the Coral
Knight taking over this role. The Coral Knight is not only responsible for providing an initial
response to a casualty, but is also the primary platform for aids to navigation maintenance in its
area of operation.
In 2015 we are marking the centenary of the Australian Government’s management of lighthouses
and other aids to navigation in Australian waters. I was fortunate to attend the Commonwealth
Lighthouse Service centenary celebrations in Brisbane and launch the commemorative stamps
and coins developed to coincide with the centenary.

3 4
 2
ORGANISATIONAL
PROFILE

5 6
 ORGANISATIONAL PROFILE

ENABLING LEGISLATION
AMSA is the national agency responsible for maritime safety, protection of the marine environment,
and maritime and aviation search and rescue. We are a statutory authority established under the
Australian Maritime Safety Authority Act 1990 (AMSA Act) and as a Corporate Commonwealth Entity
we are also subject to the Public Governance, Performance and Accountability Act 2013 (PGPA Act).
Our principal functions are:
• promoting maritime safety and protection of the marine environment
• preventing and combating ship-sourced pollution in the marine environment
• providing infrastructure to support safety of navigation in Australian waters
• participated in a reception for the AMSA Advisory Committee in Canberra, AMSA’s key
stakeholder group
• participated in a stakeholder reception in Port Lincoln, South Australia concentrating on
discussions around maritime safety issues, and full service delivery for the National System for
Domestic Commercial Vessel Safety (National System)
• toured domestic commercial vessel operations in Port Lincoln and received briefings from the
Australian Maritime Fisheries Academy
• participated in a stakeholder reception in Cairns, Queensland concentrating on National System
discussions

• providing a national search and rescue service to the maritime and aviation sectors. • undertook (via the Board Audit Committee) the Australian National Audit Office (ANAO) Better
Practice Guide performance assessment for audit committees.
Appendix 3 lists Board members, their qualifications and experience, and attendance at Board
meetings.

Board Audit Committee

BOARD AND COMMITTEES The Board Audit Committee assists the Board in fulfilling its audit, accounting and reporting
obligations in accordance with requirements of enabling legislation. The committee is independent
from management and the present committee comprises of three people: two Board members and
one independent member. All members have the appropriate qualifications, knowledge, skills and
AMSA Board experience to assist the committee to perform its functions. The Chair of the committee and the
members are appointed by the Board. Other Board members may attend committee meetings as
Our Board discharges its duties under the AMSA and PGPA Acts and has three main roles:
observers.
• providing significant strategic oversight of AMSA, on behalf of the responsible minister, by
The Board Audit Committee conducted 5 meetings in 2014-15 and reported directly to the Board after
determining the overall manner in which various functions should be performed. In doing so, the
each meeting. During the year, the committee continued to focus on maintaining a sound financial
Board expresses its understanding of the expectations of the minister within the context of:
system, performance reporting, systems of risk oversight and management, improving processes
• strategy setting and approval and procedures for internal and external audit reporting, and ensuring that we comply with the
requirements of the PGPA Act and other relevant Acts.
• risk management
Membership of the Board Audit Committee and attendance at meetings are listed at Appendix 3.
• operating framework
• communication and relationship management across the organisation
• reviewing and evaluating the performance of the Chief Executive Officer and senior Remuneration Committee
management
The Remuneration Committee assists the Board in considering senior executive remuneration matters
• taking responsibility for AMSA’s resources with the financial oversight of AMSA’s budget and and issues arising from the Remuneration Tribunal. The committee reports its findings, decisions and
financial outlook, financial statements, compliance reports, and balance sheets; and approving recommendations to the Board. The Remuneration Committee conducted one meeting and had one
major expenditure out of session paper during 2014-2015.
• executing good governance by ensuring compliance with the PGPA Act, the AMSA Act, and Membership of the Remuneration Committee and meeting attendance are listed in Appendix 3.
operational legislation with corporate governance implications, while promoting careful, diligent,
transparent and ethical conduct throughout the organisation.
The Board is appointed by the Minister for Infrastructure and Regional Development. Current Board
members have experience in industry, financial and government institutions. All members work on a
part-time basis, with the exception of the Chief Executive Officer.
Board members participate in presentations, workshops and discussions to deepen their knowledge in
directors’ roles and board practices. In 2014-15 the Board members:
• received a presentation on the Public Governance, Performance and Accountability Act 2013 for
Directors by Senior General Counsel, Australian Government Solicitors
• participated in Maritime 14: Ship to Shore, the inaugural national shipping and domestic
commercial vessel conference

7 8
 ORGANISATIONAL PROFILE

BOARD CHIEF DEPUTY CHIEF SHIP SAFETY

ORGANISATIONAL CHANGES
EXECUTIVE EXECUTIVE General Manager: Allan Schwartz
Chairperson
OFFICER OFFICER – Ship inspection
Stuart Richey AM
Mick Kinley Gary Prosser – Ship operations and qualifications
Deputy Chairperson – Shipping Registration Office
Jennifer Clark – Compliance and enforcement
There were many changes to our Executive and Board in 2014-15. Board Members
• Mick Kinley was appointed Chief Executive Officer in August 2014. Dr Russell Reichelt
NAVIGATION SAFETY AND
Prof. Sarah Derrington
INTERNATIONAL RELATIONS
• Michael Taylor AO FTSE was appointed to the Board in September 2014. Mike Taylor AO FTSE
General Manager: Brad Groves
Gary Webb
• Leo Zussino, Board Chairman, and Captain Fred Ross, Board member, departed in Peter Toohey – Aids to navigation
November 2014. – International relations
Departmental – Nautical & regulation
• Stuart Richey AM commenced as our new Board Chairman in November 2014. Member – Vessel traffic and pilotage services
Andrew Wilson
• Gary Prosser was appointed Deputy Chief Executive Officer in January 2015.
Chief Executive
• Professor Sarah Derrington was reappointed to the Board in June 2015. Officer MARINE ENVIRONMENT
(Ex Officio) General Manager: Toby Stone
• Gary Webb and Peter Toohey were appointed to the Board in June 2015. Mick Kinley – Management of the National Plan
– National maritime emergency response
arrangements
– Environmental protection standards and
liability arrangements

CORPORATE
DOMESTIC VESSELS

STRUCTURE
SECRETARY
Robyn Rowntree General Manager: John Fladun
– National System Implementation
– National Standards
– Coordination of training and safety
education
Our organisational structure is shown on the following page. – Industry support
– Liaison and reporting
A map showing our national presence is below:

THURSDAY ISLAND OFFICE OF LEGAL COUNSEL (OLC) &

OFFICE OF LEGISLATIVE DRAFTING (OLD)
DARWIN – Legal advice, support and representation (OLC)
– Drafting of Marine Orders (OLD)

SEARCH AND RESCUE

CAIRNS
General Manager: John Young
Northern – Joint Rescue Coordination Centre Australia
Territory
PORT HEDLAND TOWNSVILLE – Search and Rescue Operations
AIRLIE BEACH – Search and Rescue Resources and Training
KARRATHA
MACKAY – SAR System Engagement & Policy
Queensland

GLADSTONE
CORPORATE SERVICES
Western
Australia General Manager: Cherie Enders (A/g)
– Finance and business services
South
Australia BRISBANE – People and development
GERALDTON – Information technology services
– Planning, portfolio and performance
New South Wales

FREMANTLE
NEWCASTLE CORPORATE RELATIONS
SYDNEY General Manager: Mal Larsen
PORT KEMBLA – Communication
ADELAIDE Victoria – Stakeholder engagement
CANBERRA
– Media
– Ministerial and parliamentary liaison
MELBOURNE – AMSA Connect

DEVONPORT
LAUNCESTON

9 10
 3
FINANCIAL
SUMMARY

11 12
 FINANCIAL SUMMARY

FINANCIAL SUMMARY
Financial overview
Our financial result for 2014-15 was influenced by the following significant activities.
The Protection of the Sea Levy (PSL) was reduced by 3 cents per net registered tonne to 11.25
cents on 1 July 2014 as the Pacific Adventurer oil spill incident was settled and a $10 million pollution
response reserve was established in the prior financial year. This generated a reduction in levies to the
shipping industry in the order of $9 million for the year.
Our revenue performance was weighed down by the downturn in the Australian commodities sector
driven by a drop in demand growth which resulted in reduced shipping activity for the year. The
reduced shipping activity translated into levy revenue being below expectations for the year.
To meet the decline in operating revenue, savings strategies where successfully implemented to
absorb the reduction in revenue without impacting on the delivery of regulatory services.
Looking forward to 2015-16 and beyond, we will face continued pressures on operating revenue as
well as incurring additional implementation costs for the National System for Domestic Commercial
Vessel Safety (National System) as we assume responsibility for service delivery under the National
System from 1 July 2019. These pressures will not be able to be absorbed solely by continued cost
reduction strategies. We will meet these challenges by drawing down on our retained surpluses and
by operating in a deficit budget. Notwithstanding this, we will remain financially viable as our projected
cash balances are sufficient to meet our future commitments as they fall due.

Financial outcome
We achieved an operating surplus of $0.4 million in 2014-15, compared with a $2.5 million surplus in
2013-14. The decrease in surplus of $2.1 million relates to decreased revenue of $6.0 million offset by
decreased expenditure of $3.9 million.
Our revenue decrease was mainly due to the reduction of the PSL by 3 cents per net registered tonne
and reduced revenue growth projections driven by a downturn in shipping activity. The main drivers
resulting in decreased expenditure this year were a significant one-off expense which occurred in
2013-14 for business restructuring, and provisions for removal of asbestos at various aids to navigation
sites. Furthermore, in this financial year we experienced reduced search and rescue activity and
successfully achieved other planned savings initiatives.

10.2 10.6

2.1 2.5
2010-11 2011-12 2012-13 2013-14 0.4
2014-15
Figure 1 Operating result over financial years 2010-11 to 2014-15 ($millions)

AMSA Canberra Office

13 14
 FINANCIAL SUMMARY

Revenue
Total revenue decreased by $6 million in 2014-15 primarily due to the reduction of the PSL and
reduced revenue growth projections driven by a downturn in shipping activity. This has been partially
offset by increased revenue from various government funding projects.
In 2014-15, 55 per cent of our revenue was derived from levies and 35 per cent from government
funding. The remainder came from rendering of services and other sources.
Expenses
Total expenditure in 2014-15 decreased by $3.9 million compared to 2013-14. This was primarily due
to the one-off expenditure which occurred in 2013-14 for business restructuring and provisions for
removal of asbestos at various aids to navigation sites. This year, reduced search and rescue activity
and various savings initiatives also contributed to the reduction in expenditure. This reduction was
offset by increased staff costs driven by enterprise agreement wage increases and costs associated
with decommissioning of certain aids to navigation assets that were damaged in unforseen events.

2% OTHER In 2014-15, 63 per cent of expenditure went to suppliers, 29 per cent on employee benefits, 7 per cent
on depreciation, and 1 per cent on other expenses.

RENDERING
OF SERVICES 8% 1% OTHER
55% LEVIES DEPRECIATION 7%
FUNDING FROM
35%
GOVERNMENT
EMPLOYEE
EXPENSES 29% 63% SUPPLIER
EXPENSES

Figure 2 Revenue for 2014-15

Revenue has decreased by three per cent overall from last financial year. The main revenue source
contributing to this decrease were levies and rendering of services. Figure 4 Expenditure for 2014-15

Areas of expenditure, in percentage terms, remain broadly in line with that of last financial year.
2014-15

2013-14 2014-15

2012-13 2013-14

2011-12 2012-13

2010-11 2011-12

2010-11
0 50 100 150 200
$MILLIONS
LEVIES 0 50 100 150 200
FUNDING FROM GOVERNMENT $MILLIONS
SUPPLIERS
RENDERING OF SERVICES
EMPLOYEES
OTHER
DEPRECIATION
Figure 3 Change in revenue from 2010-11 to 2014-15 OTHER

Figure 5 Change in expenditure from 2010-11 to 2014-15

Further details of AMSA’s financial position can be found in Appendix 1 - Financial statements.

15 16
 4OUR
GOVERNANCE
SC6

17 18
 OUR GOVERNANCE

OUR GOVERNANCE AMSA SERVICE CHARTER

Ensuring compliance with the Public Governance, Performance and Accountability Act 2013 (PGPA Our service charter sets out our service standards and complaints procedures. During the year eight
Act) and the supporting rules and guidance; and preparation for the introduction of the Regulator complaints were reported to our Quality Assurance Subcommittee. The subcommittee noted that the
Performance Framework (effective 1 July 2015), were major areas of focus for us this year. majority of complaints related to seafarer qualification processes.
Our responses included:

Action Reason Response

PGPA transition plan Implement a formal,

structured approach to
• PGPA transition governance and
coordination arrangements established
GOVERNMENT AND PARLIAMENT
managing transition to
provide higher levels • Corporate Plan updated
Throughout 2014-15 we worked closely with the Department of Infrastructure and Regional
of assurance that • Performance measures updated Development to provide briefings and responses to ministerial correspondence for the Deputy Prime
requirements are met Minister and Minister for Infrastructure and Regional Development. 
• Staff education and awareness sessions
Senior executives appeared at the Senate and Rural and Regional Affairs and Transport Legislation
• Accountable Authority Instruction review Committee for Supplementary, Additional and Budget estimates hearings and Parliamentary
underway inquiries. We provided written submissions and senior officers attended public hearings of the Senate
Environment and Communications References Committee inquiry into the adequacy of arrangements
Regulator Encourage regulators • Identification of candidate measures
to prevent the establishment of invasive species likely to harm Australia’s natural environment; the
Performance to undertake their
• Streamlining and aligning measures with Foreign Affairs, Defence and Trade References Committee inquiry into Australia’s future activities and
Framework functions with
other performance reporting arrangements responsibilities in the Southern Ocean and Antarctic Waters in September 2014; the Joint Standing
implementation minimum impact
(i.e. annual report) Committee on Treaties public hearing examining Amendments to the Annex of the Protocol of 1997
necessary
relating to the International Convention for the Prevention of Pollution from Ships, 1973, as modified
• Engagement with the AMSA Advisory by the Protocol of 1987 relating thereto in March 2015; and the Joint Standing Committee on Treaties
Committee as the external review body public hearing examining Resolution A.1070(28) of the International Maritime Organization (IMO)
Instrument Implementation Code and amendments to various IMO treaties in May 2015.
The consequential amendments to the PGPA Act, and the incremental introduction of the rules and
guidance that give effect to the PGPA Act, means that we need to remain vigilant for any changes
and subsequent impacts. Our PGPA Act transition governance and coordination arrangements, in

JUDICIAL DECISIONS AND

collaboration with our Office of Legal Counsel, are our principal controls to manage this risk.
To ensure that AMSA is operating in line with best practice, the Board Audit Committee reviewed its
operations against the ANAO’s Better Practice Guide for Public Sector Audit Committees published in
March 2015, and the Institute of Internal Auditors was commissioned to undertake a review of internal
audit in AMSA.
REVIEWS BY OUTSIDE BODIES
We also appointed a new internal audit service provider for a period of 3 years, commencing on 1 July
2015. Judicial decisions / decisions of administrative
bodies
In 2014-15 we were party to matters before the Administrative Appeals Tribunal, the Federal Court of
Australia and assisted Coronial Inquiries held in New South Wales and Queensland. None of these
matters resulted in findings that have had, or may have, a significant effect on our operations.

Reports (Auditor-General, Parliament or

Ombudsman)
We were not the subject of any reports made by the Auditor-General, a Parliamentary Committee, the
Commonwealth Ombudsman, or the Office of the Australian Information Commissioner in 2014-15.

Ministerial directions, policies and notices

Under sections eight and nine of the AMSA Act, the minister may give us written directions with respect
to the performance of our functions. No ministerial directions within the meaning of these sections were
issued by the Minister for Infrastructure and Regional Development during the year.

19 20

PLANNING AND REPORTING
ARRANGEMENTS
We have adopted an integrated planning and reporting approach. This approach combines business planning
with financial planning and budgeting, risk management, and performance monitoring and reporting.
A central consideration in planning is alignment. All activities undertaken by AMSA contribute directly to our
strategic goals as outlined in our Strategic Vision 2013-33, Corporate Plan, and Plan on a Page. Disciplined
and structured planning has provided several benefits:
• better visibility of core business and change activities
• managers can ensure there is clear line of sight between their business activities and AMSA’s strategic
goals
• staff understand the contribution they make to our strategic direction, and understand what is expected of
them—reflected in engagement results and individual performance agreements
• demand for resources can be matched against capacity and capability
• supports evidence-based decision making when new business requirements emerge, or priorities change
• supports performance monitoring and reporting.
RISK MANAGEMENT
We have a mature risk management culture which permeates all levels of our organisation. Our core business
is primarily one of risk management—requiring constant monitoring of all activities undertaken both within and
outside Australia’s immediate maritime environment.
The increasing volume of vessel traffic and offshore activities has the potential to increase the likelihood of
incidents and consequential environmental damage and/or regulatory challenges. We must ensure that we
have adequate measures in place to manage and mitigate existing and arising risks, but at the same time be
mindful of our regulatory function, be cost effective and develop practice solutions controls.
Our risk management policy, framework and guidelines are aligned with better practice methodologies
and consistent with the international standard on risk management (AS/NZS ISO 31000:2009) and the
Commonwealth Risk Management Policy 2014. Further, we have revalidated our risk management practices
to ensure they support our obligations under the PGPA Act.
During the year we conducted two formal risk management reviews of our organisation as a whole, as well as
two reviews of each division. Our risk management program helps us to proactively manage our risks, reduce
our exposure to financial and reputational harm, and optimise our use of resources. Strategic risks are actively
monitored and shared with key stakeholders, including our Board.
Our strategic risk profile is detailed in Appendix 4.
FRAUD CONTROL
Our Fraud and Corruption Control Plan, which includes a fraud risk assessment, was approved by the Board
in June 2014.
We participated in the annual fraud survey conducted by the Attorney-General’s Department, which reports
fraud data to the Australian Institute of Criminology. There were no cases of fraud in AMSA reported during the
year. There was one instance of irregularity that was resolved, after investigation, as not being fraudulent.
All of our new employees were provided with fraud awareness training during their induction, and the online
fraud awareness refresher training module was updated. Overall, we are satisfied that we have adequate fraud
control measures in place to comply with the Commonwealth Fraud Control Guidelines (2011).
21
OUR GOVERNANCE
PUBLIC INFORMATION
DISCLOSURE ACT 2013
Under Section 76 of the Public Information Disclosure Act 2013 (PID Act), agencies are required to
report on the operation of public information disclosure in their organisation. There have been no
reportable PID Act disclosures during the year.
We have published a Chief Executive Officer PID Directive (policy) and Procedures; appointed
Authorised Officers; developed a mandatory online training module for all staff; and have delivered
staff awareness sessions.
BUSINESS CONTINUITY
Our Command Plan and divisional business continuity plans were updated this year. Transition to an
external information technology service provider initiated a review of our critical function plans, and
in particular, the maximum tolerable outage periods for our key information technology infrastructure
assets. The Business Continuity and Security Subcommittee met three times, including an
extraordinary meeting in October 2014 to review our preparedness for a pandemic.
PERFORMANCE MEASUREMENT
Our Corporate Plan contains key performance measures for each of our strategic challenges.
Achievement against these performance measures is outlined in this report.
In early 2014, in anticipation of the PGPA Act, we undertook an extensive review of our performance
measures. The focus this year was on updating and aligning our Corporate Plan and Portfolio Budget
Statements to reflect this work, and to ensure we meet the requirements of the Regulator Performance
Framework (effective 1 July 2015).
CERTIFIED
MANAGEMENT SYSTEM
Changes to the underlying government legislation of AMSA, including transition to the PGPA Act, has
seen an increased focus on our assurance and control framework.
The Management System and audit program are an important component of our assurance processes.
Major activities during the year included a review of the recommendations from our 2014 management
system health check (and commencement of the subsequent action plan); delivering the management
system audit program (14 audits); conducting surveillance audits with our recertification partner; and
planning to better synchronise management system audit activity with other audit activity in AMSA.
We are committed to continuous improvement. A key part of demonstrating our commitment is
comparing what we do against international best practice—as captured in the three quality standards
we are certified against:
• AS/NZ AS/NZS ISO 9001: 2008 Quality Management Systems
• AS/NZS 4801: 2001 Occupational Safety and Health
• AS/NZS ISO 14001: 2004 Environmental Management Systems.
Under these standards we are required to reaffirm our commitment annually by publishing a Business
Policy signed by the Chief Executive Officer. This policy is included in our Corporate Plan.
22
 FINANCIAL MANAGEMENT
System upgrades
During the year we upgraded our finance and human resource/payroll Financial Management
Information System.
We continued to roll-out enhancements to our levy management system through the release of
software patches to improve usability and performance, together with new service offerings which
delivered increased functionality. These system changes included: automation of ship movement data;
automated and improved alert systems; phase one development of smartphone/tablet access app; and
system stability and integrity improvements.

Procurement
We are compliant with the Commonwealth Procurement Rules (in achieving ‘value for money’
procurement) when purchasing goods and services. Throughout the year we have facilitated tendering
and letting of the following long-term strategic service contracts:
• Dedicated Airborne Search and Rescue Service (page 49)
• Medium-altitude Earth Orbit Search and Rescue (MEOSAR) capability (page 50)
• Fixed Wing Aerial Dispersant Capability (page 56)
• outsourcing components of the information and communications technology function
• establishment of the maritime reform panel for the National System for Domestic Commercial
Vessel Safety
• telecommunications contract.

Cost recovery
We are required to follow Australian Government Cost Recovery Policy when setting charges to the
shipping industry, primarily through levies and fee-for-service charges. Further details regarding our
cost recovery activities are available in our Cost Recovery Implementation Statement on our website
(amsa.gov.au).
During the year we participated in the portfolio charging review for the Department of Infrastructure
and Regional Development and outcomes were brought forward in the 2015-16 budget context. We
redeveloped our Cost Recovery Implementation Statement to meet the new requirements under the
revised Australian Government Cost Recovery Guidelines. This statement will be published in early
2015-16.
The Protection of the Sea Levy was reduced as of 1 July 2014 (page 58).

Insurance and indemnities

We provide insurance cover to Board Members and other officers in line with the PGPA Act. We are
required by the Australian Government to use Comcover for our insurance needs. Comcover’s relevant
insurance policy covers legal liability (including legal costs) for our Board members and employees.
The premium paid for this insurance for 2014-15 was $37,327 (GST exclusive). We indemnify our staff
from liability when acting in good faith (without recklessness or gross negligence) in the course of their
employment with AMSA.

23 24
 5
OUR PEOPLE
SC6

25 26
 OUR PEOPLE

OUR WORKFORCE
Throughout 2014-15 we continued to support the development of our organisational capability through
introducing more contemporary, integrated and effective people management practices that are
designed to support us in achieving our operational and strategic goals.
Workforce Strategy
Disability Report
In 2014-15, AMSA continued to support the implementation of the Disability Discrimination Act 1992
and the Commonwealth Disability Strategy by ensuring its policies and procedures meet the needs of
people with disabilities. AMSA encouraged all staff to consider the impact of their professional actions
on people with disabilities, and to foster an environment that provides equity for people with a disability.

The Workforce Strategy outlines our approach to managing and developing our workforce to address
current and future challenges faced by our organisation. The strategy is a key supporting document
to the AMSA Corporate Plan 2014-18. As of 30 June 2015 it is under review in light of our developing
mandate - especially in relation to the National System for Domestic Commercial Vessel Safety.
Workforce profile
As at 30 June 2015, we employed a total of 384 employees, with 295 employees based in our
This year we progressed initiatives designed to equip our people to continue to be adaptable and Canberra offices and 89 in regional offices. By comparison, at 30 June 2014, we employed 375
responsive in an environment where we are expected to do more with the resources we have people. The increase in staff numbers this year was distributed across all divisions of the organisation.
available. In particular, we focussed on building management capability in relation to employee The annual employee turnover for 2014-15 was 10 per cent.
performance management, supporting workplace diversity, and further developing our management
information systems and reporting on people-related matters. Total all
Non-ongoing Ongoing
employees
We have continued to strengthen our reputation as an ‘employer of choice’ through more focussed
recruitment activity (i.e. we reviewed and adjusted our internal processes to make sure we are Full-time Part-time Casual Full-time Part-time  
attracting the most suitable applicants); our responses to the learnings from our 2014 Employee
Survey; and the delivery of the AMSA Diversity Plan. The results of our third employee survey indicated
  F M F M F M F M F M  
sustained levels of engagement at the highest level. We have consistently achieved a very high level Chief Executive*   1                 1
of employee engagement since 2008 when compared with both government and industry sectors. Our Executive Manager*   8                 8
priority from a people perspective is to maintain this level of engagement throughout our operational Senior Manager* 5 26 1 2             34
and strategically-focussed endeavours.
RCC Chief**               4     4
Senior SARO***               15 1   16

Workplace relations SARO

Port Marine Surveyor
 
 
 
5
 
 
 
 
 
 
 
 
2
 
17
40
 
1
 
 
19
46
The AMSA Enterprise Agreement 2012-2015 expires on 5 September 2015. In 2014-15 preparations
AMSA 8   1       2 4 26     33
commenced for the negotiation of a new agreement that will comply with the new Australian
Government Bargaining Policy (introduced in March 2014). Formal negotiations for a replacement AMSA 7 9 6   2   1 5 28 3   54
agreement commenced in June 2015 and are expected to continue for several months. AMSA 6 4 7 1       20 30 2   64
At 30 June 2015: AMSA 5 9 4 1     1 20 13 2   50

• 88 per cent of employees were employed under the Enterprise Agreement, in comparison to 87 AMSA 4     1       25 1   1 28
per cent of employees being engaged under the Enterprise Agreement in the previous year AMSA 3 3 2 1       6 1 1   14
• less than 1 per cent of employees are engaged under Australian Workplace Agreements AMSA 2   1 1       7 1 2 1 13
AMSA 1                      
• 11 per cent of employees are engaged through common law contracts.
Total 30 61 6 4   4 89 176 12 2 384

Table 1: Number of staff by classification at 30 June 2015

Workplace diversity * Renewable performance-based contracts
We acknowledge the value of supporting a diverse workforce that is representative of the community **RCC – Rescue Coordination Centre
we serve. In order to continue to build on the value of a diverse workforce, we released the AMSA ***SARO – Search and Rescue Officer
Diversity Plan 2014-2017 which sets out initiatives to support the identification and removal of barriers
which may prevent full and equitable participation in the workplace. In consultation with employee
representative groups, we have developed an implementation plan to deliver these initiatives over the
next three years.
As at 30 June 2015, we had three Indigenous employees (0.78 per cent of our workforce). One of the
initiatives of the AMSA Diversity Plan 2014-2017 aims to identify opportunities for targeted employment
programs of Indigenous-specific positions, such as Indigenous graduates/traineeships.

27 28
 OUR PEOPLE

WORK HEALTH, SAFETY

Figure X – Employee age profile, 30 June 2014
AND ENVIRONMENT
At 30 June 2015, our gender workforce demographic consisted of 137 females (36 per cent of our Work health, safety and environment management is an important component of our compliance
workforce) and 247 males (64 per cent of our workforce). At that time, 56 per cent of our workforce and workplace health, and is central to our commitment to quality management. These principles are
was 46 years or older and 22 per cent was over the age of 56. This reflects that many employees join maintained through the national and international accreditations we hold and represent a commitment
AMSA as a second career and bring substantial experience and knowledge to contribute towards our to a healthy, safe and environmentally-responsible approach in all of our actions, policies and
endeavours. procedures. We are committed to the Work Health and Safety Act 2011 and Environment Protection
and Biodiversity Conservation Act 1999 (Section 516A).
150
Day-to-day health and safety issues are addressed by managers with assistance and advice (if
120 required), from AMSA’s Health Safety and Environmental Committee, which comprises 12 Health and
Safety Representatives, 4 management representatives and 2 technical advisers. Health and Safety
90 Representatives are elected by our employees and represent designated work groups throughout the
60 organisation. The committee met four times in 2014-15.
We have a strong commitment to preventing work health and safety incidents within the organisation.
30 During 2014-15, 33 incidents were reported - 6 of which did not require any medical or first aid
0 treatment. A total of 18 incidents related to contractors engaged by AMSA. One incident was reported
to Comcare. 
RS
S

VE
S
ER

AR
AR

EA

O
D RS
D

YE

AB
YE
D RS

5Y
N

AN A
U
AN EA

YE
5
5

4%
-5

MULTIPLE
Y

-4
-3

56
25

MECHANISMS
21% OTHER
46
36
26

Figure 6: Employee age profile at 30 June 2015 MOTOR VEHICLE

ACCIDENT 7%
Learning and development
BODY
STRESSING 14%
During 2014-15, we continued to build upon our capability delivering high quality e-learning courses. 4% CRUSH/
JAMMING
With the introduction of new legislation, a number of e-learning courses were rolled out to employees
to assist them in understanding the new requirements that impact their work. Specifically, the
Governance Awareness course was made available to all our employees as a refresher on important
4% STRESS
MENTAL

compliance and organisation requirements.

Our efforts in e-learning have been recognised through the national LearnX Learning and Development
7% CHEMICAL AND
OTHER SUBSTANCES

Awards.
4% CUT BY
SHARP OBJECT
SLIP, TRIP
AND FALLS 29% 3% HIT BY
MOVING OBJECT

3% BODY PART
HITS OBJECT

Figure 7: Health and safety incidents by category for 2014-15

Health and safety incidents that result in an injury are categorised according to the cause of the injury.
The most common cause of injury during the year was ‘slip, trip and falls’ (29 per cent).

FIRST AID
25% 38% NEAR MISS
INJURY

MEDICALLY
TREATED INJURY 31% 6% LOST TIME
INJURY

Figure 8: Health and safety incident statistics for 2014-15

29 30
 ENVIRONMENTAL PERFORMANCE
We actively promote the requirements of an internationally-recognised Environmental Management
2014-15 2013-14 2012-13 2011-12 System (ISO 14001). Part of this process involves our Executive reviewing our activities annually to
identify any potential risks those activities may pose to the environment.
Total incidents 33 18 24 26
In 2014-15 we completed an energy audit of all of our offices. The purpose of this audit was to identify
Total days lost to injury (days) 180 21 0 1 sources of energy use and opportunities for energy savings. We also continued to collect data from
a range of sources to help monitor the impact our activities may be having on the environment. This
Number of lost time incidents 1 2 9 1
included our consumption of water, waste and electricity. The electricity usage in our Canberra office
decreased by 2 per cent from 2013-14 to 2014-15.
Number of workers’ compensation claims 1 3 1 3

Number of notifiable Comcare incidents 1 0 0 5

2014-15
Table 2 – Time lost to injury

Workers’ compensation premium

Our workers’ compensation premium decreased from $262,069 in 2013-14 to $236,470 in 2014-15.
Our premium rate of 0.5 per cent continues to remain well below the overall scheme premium rate of
1.93 per cent.

2.0% COMMONWEALTH
AVERAGE

1.5%

1.0%

0.5% AMSA

0.0%
2011-12 2012-13 2013-14 2014-15

Figure 9: Our workers’ compensation premiums compared to the Commonwealth average

31 32
 6
VESSEL AND
SEAFARER
SAFETY
SC1 SC2 SC3 SC4 SC5

33 34
 VESSEL AND SEAFARER SAFETY

INTERNATIONAL SHIPPING
Industry trends Directions and prosecutions
In 2014-15 overall growth in activity by the foreign fleet moderated somewhat from previous years, with Under the Navigation Act 2012, we can issue directions to vessels that may pose an increased risk to
27,167 port visits (by 5643 individual ships), an increase of 2 per cent over the 26,638 in the previous seafarers, vessels or the environment. For the first time since the introduction of the Act, we exercised
year. The carrying capacity of this fleet, in deadweight tonnage terms, grew by 6.6 per cent as ships these powers in 2014-15. The below vessels were banned (for defined periods) from Australia ports
were, on average, 4.6 per cent larger per port visit. Their average age was 8.5 years, compared to 8.2 due to ongoing issues.
years in 2013-14.
Date Vessel Flag State Reason for ban Length of ban
We have commissioned an analysis of the expected growth rates in shipping out to 2025 from 30 ports
around the coastline. This analysis will focus on the routes expected to be taken by shipping, to identify 25 August Vega Auriga Liberia Repeated breaches relating 3 months
potential increases in traffic density at certain points within the Australian Exclusive Economic Zone. 2014 to seafarer welfare and ship
It is also expected to identify how these likely changes in shipping traffic to and from Australia may maintenance—ship was
impact on the main north-south routes in the waters of Indonesia and Papua New Guinea. detained 3 times since July 2013

24 November Territory Indonesia Repeated detentions (3 since 3 months

2014 Trader* July 2013) and a history of
Ship inspections machinery and equipment
malfunctions, and breakdowns
Port State control (PSC) is the inspection of foreign ships in national ports. These inspections
verify that the condition of the ship and its equipment comply with the requirements of international 9 January Meratus Indonesia Ship was detained 3 times since 3 months
regulations and that the ship is manned and operated in compliance with these rules. 2015 Sangatta* November 2012 and twice since
November 2014
In 2014-15 we undertook 10,228 inspections of some 20 different types to ensure the safety of
ships and their cargoes. This included 4106 PSC inspections of foreign ships, plus 3754 follow-up 31 January Red Rover* Indonesia Ship was detained 3 times since 12 months
inspections of ships to ensure that corrective action had been taken in respect of deficiencies identified 2015 September 2014
at previous inspections within Australia or by other maritime safety administrations within the Asia-
Pacific region.
*All three vessels (operated by PT Meratus Line) repeatedly demonstrated that they were not
In the year, we undertook 84 flag State control (FSC) inspections of 68 Australian-flagged ships, finding operating, or being managed, to meet applicable standards despite repeated advice to take action.
289 deficiencies. The average age of these ships was 14.4 years.
Under the Protection of the Sea (Prevention of Pollution from Ships) Act 1983 ships can be prosecuted
Redevelopment throughout 2014-15 of our main database application systems for recording ship and for polluting Australian waters. In 2014-15, two such prosecutions were completed.
cargo inspections, marine incidents and seafarers’ qualifications (see page 38 - Qualification system
improvements) will be completed in 2015-16. Modernisation of these systems will allow more effective
analysis of safety issues and outcomes, better identification of causal factors with incidents, and more Date Vessel Flag State Incident Fine
efficient processing of qualifications.
July 2014 Morning Midas United Pollution incident in Owner - $5000
Kingdom Port Phillips Heads, (plus costs)
August 2013

November 2014 Xin Tai Hai Panama Illegal disposal Owner - $20,000
of garbage near
Gladstone, June 2014 Master - $6000

Creating a safety culture

In August 2014 we created a new section which concentrates on the areas of seafarer welfare, human
factors, data recording and analysis, safety management, and occupational health and safety. In
February 2015 we launched a biannual safety bulletin, which identifies trends in maritime incidents in
Australian waters with the aim of raising safety awareness. Each issue focusses on a topic relevant to
maritime safety and explores safety trends, human factors, incident data, and accident investigations.
The first issue focussed on working at heights and is available on our website (amsa.gov.au).

35 36
 VESSEL AND SEAFARER SAFETY

Seafarer welfare Research projects

In August 2013 the Maritime Labour Convention, 2006 (MLC, 2006) came into force, both We are currently funding a 3-year (2013-16) research study assessing the determinants of safety
internationally and in Australia. Since that time, we have worked to strengthen our ship inspection culture in the maritime industry. This study is being undertaken in partnership with the University
regime. All of our marine surveyors have now completed AMSA-specific MLC, 2006 training, while of Queensland and the University of Western Australia. It is expected that this work will assist in
management and surveyor workshops have identified ways to provide greater inspection consistency. the formulation of effective and evidence-based recommendations for the improvement of training
programs, work design, procedures, policies and regulations, and the assessment of safety behaviour.
Since July 1 2014, MLC, 2006 compliance has been confirmed as part of all port State control
inspections. On 109 occasions, inspections were triggered by a complaint that was received from a
seafarer or other person with a concern for seafarer welfare.
The following table provides statistics with respect to our MLC, 2006 activities over the year. Qualifications
Total MLC, 2006 Total Seafarer certificates
Total MLC, 2006 MLC, 2006
 Vessel type detainable detainable detentions In 2014-15 we issued 5568 certificates of various types to seafarers, including 1666 certificates of
deficiencies deficiencies detentions
deficiencies deficiencies 2014-2015 competency.
Bulk carrier 6853 1045 231 14 165 10 In August 2014 we announced the extension of our suite of plastic credit card sized seafarer
Chemical tanker 241 68 3 0 3 0 certificates, designed to be more durable and secure than traditional paper certificates. Following
a successful trial for the Certificate of Safety Training in 2012, plastic cards are now issued for
Container ship 976 204 45 4 29 4 certificates of competency and proficiency, and Global Maritime Distress and Safety System
Gas carrier 70 12 1 0 1 0 certificates.

General cargo /
766 114 39 1 27 1
multi purpose ship
Computer-based exams
Livestock carrier 235 40 8 0 5 0
Seafarers who want to obtain an AMSA Certificate of Competency are required to undertake an AMSA
Oil tanker 451 167 21 8 13 5 final assessment. In order to improve the first attempt pass rate we are working with a New Zealand-
Vehicle carrier 318 48 5 0 5 0 based company to develop computer-based multi-choice examinations, which a candidate must pass
before being allowed to undertake the final assessment. Candidates will undertake the assessment
Other ship types 1172 127 59 2 32 1 in a secure location. They will receive a knowledge deficiency report to assist them prepare for their
orals. These reports will also be made available to AMSA examiners.
Totals 11,082 1825 412 29 280 21

Table 2: MLC, 2006 results for 2014-15

Occupational health and safety
In October 2014 one of our officers attended an International Labour Organization (ILO) meeting on
maritime occupational safety and health. The meeting, held in Geneva, sought to develop a guideline
document for flag States on the implementation of the occupational health and safety requirements of
the MLC, 2006.
Australia’s national maritime occupational safety and health legislation, the Occupational Health and
Safety (Maritime Industry) Act 1993, already meets the majority of the requirements of the new ILO
guidelines. A review of the Act’s underlying codes of practice is being carried out and will ensure that
Australia is well placed to meet its international maritime occupational health and safety obligations.
New ship safety videos
In October 2014 we launched a new series of information videos on ship safety.
The videos are available on our website (amsa.gov.au):
• a 25-minute port State control (PSC) training video for use by ships’ crews and operators and a
5-minute advisory video on PSC
• a 5-minute advisory video on the Maritime Labour Convention, 2006
Qualification system improvements
Over the period we have been working with an external consultant to develop a new online evidence-
based certification solution—the Certification and Pilotage System (CPS2). The system is configurable,
which allows us to control the certification and licence structures; create internally and externally
available certification options; and control the level of experience, training and examination seafarers
must demonstrate to secure an AMSA qualification.
With the introduction of CPS2, numerous improvements will be made to the qualification system,
including:
• a self-service portal—allowing seafarers to initiate their own applications
• improved data management
• improved interface for seafarer medical requirements
• a new online assessment process.
Commercial yacht qualifications
In September 2014 we commenced a project with the commercial yachting industry, the Australian
Maritime College and the Transport and Logistics Industry Skills Council to develop an International
Convention on Standards of Training, Certification and Watchkeeping (STCW) commercial yacht
qualifications structure similar to the United Kingdom’s.

• a 5-minute advisory video on shipping registration and the application of the Shipping Registration A proposed training course has been developed and is based on the existing Diploma in Maritime
Act 1981. Operations (Deck Watchkeeper Certificate of Competency), which allows for career progression.
We have drafted a Marine Order to introduce the new yacht qualification structure. Subject to further
stakeholder consultation, it is envisaged that the project will be completed in the first quarter of 2016.

37 38
 VESSEL AND SEAFARER SAFETY

DOMESTIC COMMERCIAL
VESSEL SAFETY
National System streamlining
We entered 2014-15 with the experience gained from our first full year as the National Regulator, and
with a clear idea of what we could do to further improve the National System for Domestic Commercial
Vessel Safety (National System).
In early 2014, we worked with State and Northern Territory maritime safety authorities to develop 13
concepts aimed at streamlining (or simplifying compliance with) the National System. These included
proposed changes to vessel survey requirements, construction standards and operational areas. From
May to July 2014 we ran an industry consultation program on the 13 concepts. In that time, our staff
held 27 meetings around the country to gather comment on the proposals.
The sessions were attended by about 800 industry representatives, with a further 79 written
submissions received. The streamlining review was overwhelmingly supported by industry, whose
members saw it as a rare opportunity to resolve concerns with how the National System had been
implemented, and to remove unnecessary red tape in marine safety regulation generally. Strongest
support was expressed for proposals related to operational areas, survey frequency and crew
competency standards, while other proposals, such as changes to composition of the non-survey
category, received a more mixed response. All 13 proposals were modified to some extent based on
industry comment.
We spent the second half of the financial year working with States, the Northern Territory and industry
to implement some of the more immediately achievable streamlining proposals, including the ability
to operate vessels less than 12 metres recreationally; and to operate vessels pending certification,
without having to make further application. We are progressively looking to implement some of the
more complex reform proposals, in consultation with industry, before the end of 2015.
Statement of Regulatory Approach
The streamlining review of the National System highlighted the need for us to state clearly our
approach to safety regulation.
As a result, we prepared a National System Statement of Regulatory Approach. This is a public
statement of the need for a coherent approach to marine safety regulation, one in which the amount
of regulatory oversight reflects the level of risk posed by a particular operation. The statement sets out
nine points that we will take into account when addressing the need for balanced regulation:
1. Safety is primary.
2. Regulation—and its application—is flexible enough to address the risks of a highly varied industry
in order to support safety, innovation and business and environmental sustainability.
3. The National Regulator develops and maintains a collaborative relationship with industry.
4. The regulatory scheme is performance-based, not prescriptive.
5. The operator has the primary responsibility for ensuring the vessel is safe and operates safely.
6. The National Regulator will take a ‘trust and verify’ approach to maintaining safety wherever
possible.
7. The National Regulator will make use of third-party expertise to bolster its regulatory safety
activities.
8. The National Regulator will strive to make it simple for people to maintain safety.
9. The National Regulator will work together with other safety agencies to reduce the potential for
duplication of safety rules and the application of those rules.
The statement recognises that regulation cannot eliminate every risk, and that the National Regulator
must pursue practical solutions, balancing risk with the need for rules that support a strong, productive
and diverse economy, with greater innovation, investment and more jobs.
The full Statement of Regulatory Approach is available on our website (amsa.gov.au).

Standards reform
We continued to work with industry and maritime agencies to progressively review existing commercial
vessel standards throughout the financial year. Reform work centred on simplification of the National
Standards for Commercial Vessels, which set out the standards governing commercial vessel design,
operation, crewing and safety requirements.
This included reviewing the standards for consistency between each of them, and consistency with
the Marine Safety (Domestic Commercial Vessels) National Law Act 2012, (the National Law) and
with Australian standards and international conventions. They were also reviewed for opportunities to
implement streamlining proposals. This involved working with technical reference committees and with
industry to gain comment on the proposals.

Governance arrangements
In 2014-15 we continued to review the activities of our Domestic Vessel division to ensure we were
best placed to provide leadership to delegates on the delivery of National System services while
continuing our ongoing reform program. As a result, the position of National Operations Manager was
created to ensure coordination of all divisional operational activities.
With the initial 3-year transition period for the National System to end in June 2016, these reviews
also confirmed the need for the division to plan and implement arrangements in the lead-up to, and
beyond, this date. This work is ongoing. An organisational review of the division was also held to
prepare for the future challenges of managing the National System as it evolves. In the period, we also
dedicated significant resources to improving our domestic commercial vessel engagement strategies
and practices.  

39 40
 VESSEL AND SEAFARER SAFETY

Surveyor accreditation
We accredit marine surveyors to make sure they have the appropriate education, capability and
capacity to survey domestic commercial vessels under the National Law. A new National Surveyor
Accreditation Scheme came into effect on 2 January 2015, for the first time giving the maritime sector
a consistent standard against which to assess the nation’s commercial marine surveyors. The new
scheme was the result of significant work with both maritime agencies and industry—through initial
sessions seeking comment on the proposed changes, followed by workshop and industry education
sessions.

Industry liaison
Through our regionally-based liaison officers, we worked with State and Northern Territory maritime
safety agencies to improve the advice, guidance material and processes they are using to act as our
delegates. Liaison staff continued to work directly with industry to resolve issues that arose from some
of the unforeseen complexities that came with the new National System. As the year progressed, and
general understanding of the National System increased, we shifted the focus of our liaison activity to
working with industry and delegates more formally to identify opportunities for ground-up reform. These
in turn fed into the development of our streamlining review.

Training and education

In addition to liaison activities, our staff carried out nationwide formal technical training during the
financial year. Significant training activities included our ongoing work with State and Northern Territory
administrative and compliance and enforcement officers. For the start of the National System, we
delivered initial training to 410 appointed Marine Safety Inspectors and 220 police officers. In
2014-15, refresher training was delivered to around 400 Marine Safety Inspectors including a large
number of police in New South Wales.

Safety management systems

To help implement the National Standard for Commercial Vessels (NSCV) Part E, AMSA carried out
a series of workshops to provide industry with information about the changes, and to educate specific
industry sectors on the need to have safety management systems (SMS) in place. On 7 May 2015 we
launched a National SMS Training Resource Kit. The kit, jointly developed with the Australian Maritime
College, includes: facilitator notes, a PowerPoint presentation, a participant workbook, and all ancillary
resources required for a workshop. It is being rolled out through industry peak bodies and associations,
registered training organisations, as well as dedicated AMSA and delegate SMS trainers.
During the period we also worked with Southern Rocklobster Limited and the South Australian Rock
Lobster Advisory Council to update their existing Clean Green Program. This recognised the Clean
Green Program as an equivalent system to meet the requirements of NSCV Part E.

Qualifications
To ensure ongoing standards of training for domestic commercial vessel crews, we worked to revise
Marine Order 506, which governs the approval of training organisations. The revisions simplified
approval and audit processes and removed duplication with the Vocational Education and Training
regulatory requirements, focussing on the technical standards of maritime training delivery and
assessment. To support nationally consistent implementation of Marine Order 506, face-to-face
technical workshops were run for state and territory approved training organisations, marine safety
agency assessors and auditors over the first half of 2015.

41 42
 VESSEL AND SEAFARER SAFETY

MARINE ORDERS
Compliance and enforcement Marine Orders are a form of delegated legislation under Australia’s Commonwealth laws. More
information on the legislation that underpins Marine Orders is available on our website.
Compliance notices can be issued for a number reasons relating to safety, contraventions of the
Following the commencement of the Navigation Act 2012, a substantial program is underway to
National Law, and where the issue of the notice is in the public interest. The following information
improve the clarity and practicability of Marine Orders. As each Order is issued, a corresponding
represents the type and number of compliance and enforcement notices (Direction, Prohibition and
schedule in Marine Order 4 (Transitional modification) 2013 is replaced. A total of 40 Marine Orders in
Improvement notices) issued by Marine Safety Inspectors over the reporting period. No vessels were
the 1-100 series are required to be reissued in the program. We are aiming to complete this program
detained during the reporting period.
by the end of 2016.
300
There are 7 Marine Orders (numbered 501-507) made under the Marine Safety (Domestic Commercial
250 16
28 Vessel) National Law.
200 21 A full list of Marine Orders issued during 2014-15 can be found at Appendix 5.
24 31 84 48 12
10 DIRECTION NOTICE
150
32 41 29 10 20
38 30 8 31
100 PROHIBITION NOTICE
21 31
50
101 115 89 144 153 99 69 119 93 58 IMPROVEMENT NOTICE
0
M -15

AP 15
15
AU -14

SE 14
O 14

N 14

D 14

JA 14

FE 15
-
P-

-
V-

-
-

-
R-
L

CT
G

EC

AR
N

B
JU

Figure 10: Compliance and enforcement notices issued in 2014-15

Infringement notices enable a person who is alleged to have committed an offence against the
National Law to pay a penalty to the National Regulator as an alternative to prosecution. The following
chart represents infringement notices issued over the reporting period and highlights the breakdown of
the alleged offence types by month.

10
8
6 BREACH OF NOTICE
4 CoS (SURVEY)
2 CoO (OPERATION)
0 CoC (QUALIFICATIONS)
GENERAL SAFETY DUTY
AU -14

SE 14
O 14

N 14

D 14

JA 14

FE 15
M 15

AP 15
M 15

JU 15
5
-1
-
P-

-
V-

-
-
B-

-
R-

-
L

CT

AY
G

EC

AR
N

N
JU

Figure 11: Infringement notices issued in 2014-15

• Breach of a notice: a person has breached a requirement/direction of one of the compliance and
enforcement notices
• Certificate of Survey: a person causes or permits a DCV to be operated without a certificate in
force for the vessel, or the DCV is operated in breach of a condition on its certificate
• Certificate of Operation: a person causes or permits a DCV to be operated without a certificate in
force for the vessel, or the DCV is operated in breach of a condition on its certificate
• Certificate of Competency: a person operates or causes or permits another person to operate a
DCV without holding the required certificate
• General Safety Duty: a person breaches this duty

43 44
 7
SEARCH AND
RESCUE
SC1 SC4 SC5

45 46

NATIONAL
SEARCH AND RESCUE SERVICE
Under the Australian Maritime Safety Act 1990, we have a statutory duty to provide for a national
search and rescue (SAR) service. In 2014-15 we coordinated a total of 447 searches, which resulted in
the rescue of 262 people across 7664 incidents, representing 98.1 per cent of lives saved.
Notable 2014-15 incidents
The majority of SAR incidents involve multiple organisations working together to develop an effective
response plan to rescue people in distress. The following two incidents are examples of the types of
incidents that we routinely coordinate in conjunction with the police and other agencies, ensuring that a
consistent SAR service is delivered to those in need of assistance anywhere in Australia.
A detailed look at a sample of our 2014-15 search and rescue incidents can be found on our website
(amsa.gov.au).
Cooktown helicopter search and rescue
We were advised by a helicopter company that one of their helicopters crashed around 1pm on
Tuesday 7 October 2014 at Mt Cook near Cooktown, Queensland. Six people were involved in the
incident on board the Bell 206 helicopter and had sustained various degrees of injuries. The crew
managed to notify the company using a mobile phone.
We tasked a Hevilift B212 helicopter that was about to land at Cooktown and diverted it to confirm
the crash position. Our Cairns-based dedicated search and rescue Dornier aircraft and Rescue 521
helicopter from Townsville were also tasked to assist.
A ground response team comprising of Queensland Police, the Queensland Ambulance Service, Rural
Fire Brigade and National Park personnel made their way overland through dense vegetation and
steep terrain to locate the helicopter and reach the six people in distress. Five people were led out
and the one severely injured person was winched by the rescue helicopter and taken to Townsville
Hospital.
The helicopter crash site
47
SEARCH AND RESCUE
Yacht Enya II rescue
We received a 406 MHz distress beacon detection and a SPOT tracking device alert from the yacht
Enya II approximately 110 kilometres north of Lord Howe Island around 10am on 3 September 2014.
The solo sailor was travelling between Queensland and New Zealand when his 10-metre yacht hit
heavy seas and his yacht suffered rigging damage.
A broadcast to shipping was issued and a Customs and Border Protection Dash 8 surveillance
aircraft diverted. Upon arriving on scene the Customs aircraft sighted the Enya II disabled in heavy
seas but could not establish communications with the skipper who was visible on deck. We also
tasked our Essendon-based dedicated search and rescue Dornier aircraft, a civil aircraft and a Royal
Australian Air Force (RAAF) C-130J Hercules to assist. The Dornier aircraft was able to drop water and
communications equipment to the yachtsman.
The Danish-flagged container ship Lars Maersk was in the area and responded to the broadcast
offering to provide assistance to the stricken yacht. The weather on scene was extreme with 6-9 metre
waves and 70 kilometre per hour winds. As the Lars Maersk was attempting to manoeuver alongside,
the yachtsman decided that he would attempt to swim the remaining distance to the ship and jumped
into the ocean just before night fall. Due to the conditions, he was unable to close the distance and
instead found himself adrift in the ocean. The crew of the RAAF aircraft used night vision goggles to
assist Lars Maersk in locating the yachtsman in the extreme weather conditions. The yachtsman, who
was wearing an immersion suit, was recovered from the water by the Lars Maersk four hours later.
A debrief with the skipper of the Enya II revealed that the sailing vessel had sustained damage to
the main sail and boom resulting in the vessel becoming non-manoeuvrable in extremely dangerous
sea conditions. In addition, the yachtsman was unable to stem the flow of diesel fuel that was leaking
heavily inside the yacht, making the deck extremely slippery and unstable. The yachtsman cited the
bravery of the Lars Maersk in their efforts to rescue him and also reflected on the need for those that
venture to sea to have proper communications and emergency equipment to best ensure their survival
if a mishap occurs.
The Yacht Enya II adrift 110km north of
Lord Howe Island
48

National Search and Rescue Council
We maintained a strong national leadership position as the Chair and Secretariat of the National
Search and Rescue (NATSAR) Council. In October 2014 New South Wales Police Force hosted
the 38th annual NATSAR Council meeting in Sydney. During the meeting, the members reviewed
the strategic direction for the next five years and focused on initiatives that further enhance national
search and rescue capability. The 2014 Australian Search and Rescue Award was presented to the
crew of the Tasmanian Police vessel Van Diemen. The crew was responsible for saving the lives
of 3 fishermen off Tasmania’s south-west coast in extreme weather conditions in January 2014. A
commendation award was also presented to the crew of a Navy Seahawk helicopter from Nowra’s 816
Squadron for their role in rescuing a French couple after their yacht sank off the New South Wales
coast in September 2013.
The combined search and rescue system of Australia recorded nearly 20,000 incidents and thousands
of lives saved across Australia in 2014-15, highlighting the extent to which the cooperative nature of
the search and rescue system continues to make a difference to the safety of our community.
Distress beacons
Distress beacons play a critical role in search and rescue. Over 70 per cent of all search and rescue
incidents we responded to in 2014-15 involved a distress beacon. Australia continues to manage
the second largest 406 MHz distress beacon database in the world with more than 382,000 beacons
registered at 30 June 2015. Of these registered beacons, 65 per cent are equipped with Global
Positioning Satellite (GPS), which provides precise location information, minimising the search time
required. This can be attributed to our ongoing public awareness campaign that specifically targeted
the ‘GPS is best’ message in 2013-14.
In March 2015 we launched our new beacon website to make beacon information more accessible
for our stakeholders. We also continued to progress work on the enhancement of the online beacon
registration system, which aims to support mobile devices, streamline business processes, and
improve overall user experience during online beacon registration. This enhanced beacon registration
website will be launched in September 2015.
Search and rescue capabilities
Dedicated airborne search and rescue service
We currently have a contract with AeroRescue Pty Ltd providing dedicated search and rescue aircraft
based in Cairns, Brisbane, Melbourne and Perth, which is due to expire in the upcoming years. The
contract for the dedicated aircraft in Darwin ended on 31 January 2015, with the remaining bases
closing from August 2016 to February 2017. AeroRescue has been providing a round-the-clock
dedicated search and rescue service to us for the last 10 years.
During 2014-15, the specially equipped Dornier 328 aircraft and highly trained crews provided to
AMSA by AeroRescue flew for a total of 2337 hours and participated in a wide range of tasks including
searches for people in distress, homing to emergency beacons and deployment of stores. We are
working with AeroRescue to continue providing a reliable and effective service until the transition to the
new contracted provider is completed.
A new contract was signed in October 2014 with Cobham SAR Services Pty Ltd (Cobham) which
will provide the next generation aircraft dedicated to search and rescue from 2016, for a period of 12
years. Under this contract, Cobham will provide a comprehensive service to us which includes owning,
modifying, maintaining and operating the aircraft.
49
SEARCH AND RESCUE
The three specifically modified Bombardier Challenger 604 jets will operate out of Perth, Cairns and
Melbourne, with an operational reserve aircraft located in Melbourne. The Challenger jets offer a longer
search range and endurance, as well as improved deployment speed. Modifications to the aircraft
include installation of advanced search and communication equipment, and emergency supply drop
capability to people in distress.
In addition to the dedicated aircraft, we maintain a list of qualified aviation operators for the provision of
opportunity-based search and rescue services. The list contains around 50 units (helicopters, aircraft
and trained personnel) strategically located around Australia.
Medium-altitude Earth Orbit Search and Rescue system
In 2014-15 we continued to move forward with the upgrade of the International Cospas-Sarsat
satellite system. This upgrade is a current priority of the International Cospas-Sarsat Programme
which involves placing Medium-altitude Earth Orbit Search and Rescue (MEOSAR) receivers on new
navigational satellites. The MEOSAR system will dramatically improve both the speed and location
accuracy of distress beacon detections globally.
We conducted a joint approach with Maritime New Zealand to procure the MEOSAR capability for the
region. McMurdo Group’s Techno-Science Inc was awarded the contracts in September 2014 to install
and maintain two 6-antenna MEOSAR satellite tracking ground stations in Western Australia and the
North Island of New Zealand, and a Mission Control Centre capable of processing MEOSAR data in
Canberra.
The installation is expected to take 15 months and the system will be ready for operation in Australia
and New Zealand by the start of 2017. It will work cooperatively to achieve overlapping coverage for
Australia and New Zealand’s Search and Rescue Regions.
Once fully operational, the MEOSAR system will reduce beacon detection times from hours under the
current system, to within 10 minutes, 95 per cent of the time. The existing Low-altitude Earth Orbit
Search and Rescue (LEOSAR) satellite system will be phased out in coming years under international
arrangements.
Technology developments
To ensure we continue to provide an effective and efficient search and rescue service for the Australian
community, we regularly review and upgrade our technology. We are currently undertaking and/or
planning trials of:
• Maritime Visual Anomaly Detection, which uses ultra-high resolution cameras to automatically
detect anomalies on the sea surface. It extends coverage of a visual airborne search and can
automatically detect target types (from people in the water to large vessels). The Maritime
Anomaly Detection capability is part of our Challenger specification, which will be in service by
2016
• Guided Stores Delivery System, which allows supplies to be dropped from the aircraft and then
‘flown’ to the target point by an operator on board with a remote control. This capability is currently
being trialled for consideration as a future initiative.
50
 SEARCH AND RESCUE

TORRES STRAIT
MARINE SAFETY PROGRAM
In 2014-15 we continued to work with our partner agencies of the Torres Strait Marine Safety Program
in delivering a number of safety and training initiatives in the Torres Strait and Cape York Peninsula,
including:
• Marine Operations integrated rating course (Australian Maritime College, Tasmania) — 2 Torres
Strait Islander students completed this 11-week course, at the end of which they were placed with
an Australian shipping company to complete an 18-month ‘at sea’ training phase before formally
entering the offshore maritime workforce.
• Under the delivery of the Torres Strait Maritime Pathways Project, 69 students successfully
completed certificate level qualification, including Certificate II in Coxswain, Marine Engine Driver
Grade III and Certificate III in Fishing Operations, as well as a range of pre-requisite courses.
• School Based Education Program — this continuous program provides high quality fitted
lifejackets and educates school aged children about marine safety across 20 remote campuses in
the Cape communities.

ANTARCTIC
We continued to have extensive involvement in the Antarctic in 2014-15 through our engagement in
the annual Antarctic Treaty Consultative Meeting; collaborative work with the Council of Managers of
National Antarctic Programs; and strong contribution to the work on the Polar Code (page 74). We also
continued to have significant operational level engagement in the region through our partnership with
the Australian Antarctic Division (AAD).
This included participating in search and rescue exercises and incident debriefs and the provision of
search and rescue training and equipment to AAD aircraft, which operate seasonally from Antarctic
bases. The training was in visual search techniques, deployment of equipment and use of distress
beacon homing equipment.

51 52
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MARINE
ENVIRONMENT
SC1 SC4 SC5

53 54
 MARINE ENVIRONMENT

NATIONAL PLAN FOR MARITIME

ENVIRONMENTAL EMERGENCIES
The National Plan for Maritime Environmental Emergencies (National Plan) sets out the cooperative
arrangements between governments and industry to respond to shipping casualties and maritime
pollution incidents. We manage the plan, working with Commonwealth, State, and Northern Territory
governments, as well as industry and emergency services.
Training
Under the National Plan, we deliver competency-based training courses, as well as online training
and workshops. In 2014-15 we conducted 29 training courses (involving 521 participants) covering
the following roles: Incident Management Team, Incident Controller, Planning Officer, Operations
Officer, Shoreline Response, Basic Equipment Operator and Advanced Equipment Operator. We also
delivered specialist workshops and exercises for National Response Team members, Environmental
Science Coordinators, and Maritime Casualty Officers.
As part of the review and continuous improvement of the training regime, some of the specialist
technical courses were redesigned, with pilot versions of the new courses trialled during the year.
The development of the Advanced Equipment Operator course was completed and this course was
conducted in May 2015—for the first time as a competency-based course. The AMSA Registered
Training Organisation is the only provider able to issue a Statement of Attainment for this course.
Exercise Westwind
Response capability
We maintain nine strategic equipment stockpiles of marine pollution response equipment around
the Australian coastline. Stocks of dispersant are stored at these stockpiles as well as at other key
locations. In 2014-15 we received and distributed new booms to the stockpiles and signed extensions
on standing offer arrangements for the supply of oil spill response equipment.
A new contract commenced for the supply of the Fixed Wing Aerial Dispersant Capability under the
National Plan. As with the previous capability, the aircraft are maintained in strategic locations around
the coastline to respond to oil spills on a 24/7 basis. However, the new capability provides a greater
capacity to respond to an incident, as the aircraft are faster and have a larger payload. Some of the
requirements of the capability include:
• 6 primary aircraft located around Australia
• available to fly within a specified time period from activation
• suitably equipped to undertake aerial dispersant application activities in the marine environment
• able to operate offshore up to 200 nautical miles from the coast
• provision of adequately trained personnel to support contract requirements.
In addition to the contracted aircraft, there are an additional 12 aircraft available to the contractor. In
the event of a significant incident, and subject to their availability, these aircraft could be called upon to
assist in a response.

The National Plan is exercised on an annual basis. It involves multi-level government organisations We signed a memorandum of understanding with Fire and Rescue New South Wales in 2014-15
and agencies from across Australia, as well as industry representation. This exercise is of national to deliver an onboard, at-sea Hazardous and Noxious Substance (HNS) Reconnaissance Team
importance as it ensures strategic and operational preparedness for marine pollution incidents. capability. The team provides us with a 24/7 capability to undertake on-scene evaluations of HNS
Exercise Westwind, conducted in 2015, focussed on a spill event scenario from the offshore petroleum incidents on ships at sea. Fire and Rescue NSW hazardous material (HAZMAT) technicians and an
industry (details provided in the below table). AMSA maritime casualty officer will form the reconnaissance team that responds to an incident. This
team will report back to decision makers on shore so the most effective response can be launched
The strategic component of the exercise provided the first opportunity to test the Offshore Petroleum without having to bring potentially dangerous substances into port. We entered into a partnership with
Incident Coordination Framework, and stand up the Offshore Petroleum Incident Coordination the Australian Maritime College to provide maritime familiarisation training to the HAZMAT technicians,
Committee which is chaired by the Department of Industry and Science. with the first courses held in April and June 2015.
This capability forms part of Australia’s obligation to prepare for, and respond to, a pollution incident by
Component Date Location Summary
hazardous and noxious substances, as a party to The Protocol on Preparedness, Response and Co-
Strategic 27-28 May Perth and Canberra This component exercised high level operation to Pollution Incidents by Hazardous and Noxious Substances. We are developing a national
communication and coordination between HNS response capability based on a tiered system, consisting of:
the Australian Government, the Western • level 1: small on board incident requiring remote advice with no onsite attendance
Australian Government, and the offshore
petroleum industry, and included the • level 2: medium or significant incident requiring full on site attendance
activation of the Offshore Petroleum
• level 3: major spill/incident requiring state, interstate and national resources.
Incident Coordination Committee.
As of 2014-15 we have the capacity to access satellite-based radar surveillance systems to assist oil
Operational 8-12 June Perth and Exmouth An Incident Management Team was spill response operations. Able to operate 24 hours a day, and through inclement weather, satellite
mobilised with oil industry, AMSA and radar provides an effective, reliable and timely way to monitor large areas. We receive reports of
National Response Team personnel in possible oil on the water within 60-90 minutes of the satellite image being acquired. These reports are
Perth, and a forward field base established quickly assessed and then sent to the relevant authority for follow-up action. During 2015 our satellite
in Exmouth to undertake field and aerial surveillance program targeted 9 areas of heavy shipping where there is the potential for oil spills. Of
deployment operations. the 150 satellite passes, 19 returned positive alerts, and 10 reports indicated a high level of confidence
of oil on the water. None were attributed to an identifiable spiller, all were small and far offshore, and in
Similar to Exercise Northerly (held in 2014), Exercise Westwind formed part of a week of development all cases natural degradation provided the most appropriate clean-up response.
programs, with a State Marine Pollution Controllers workshop being held in conjunction with the
strategic component.

55 56

MV THOR COMMANDER
On 11 January, the Antigua Barbuda-flagged general cargo ship MV Thor Commander reported it had
damaged its main engine. It was drifting north-east of Perkins Reef and north of Elusive Reef, about
379 kilometres north-east of Gladstone when it was disabled. We activated an emergency towage
vessel from Gladstone, the SMIT Leopard. Due to the vessel’s 25-hour transit time, we sent out a
broadcast to vessels in the area. The Chinese-flagged cargo carrier MV Xinfa Hai responded with an
offer of assistance.
After a Powers of Intervention direction to the ships, issued by the Maritime Emergency Response
Commander (MERCOM), a towline was established between the ships on 12 January with assistance
provided by the Queensland Police vessel Lyle M Hoey. The Thor Commander was successfully
diverted away from the reef and towed in an easterly direction prior to the SMIT Leopard’s arrival on 13
January. The SMIT Leopard subsequently towed the vessel to Gladstone.
The Master and crew of the MV Xinfa Hai were presented with an AMSA
plaque and certificate of recognition for their outstanding seamanship
57
MARINE ENVIRONMENT
Emergency towage
We farewelled our emergency towage vessel (ETV) Pacific Responder at midnight on 7 July 2014.
After 8 years of service, the Pacific Responder handed over ETV responsibility to the Coral Knight as
part of the new 10-year emergency towage capability contract.
The Coral Knight is a new-build anchor handling tug and supply vessel with a bollard pull of 82
tonnes and a maximum speed of 14 knots. The vessel is capable of providing an initial response to a
casualty with its focus on towing a casualty out of immediate danger; towing or escorting a casualty
to a place of refuge; fire-fighting; stabilising a casualty to prevent further damage; and protecting the
marine environment from pollution. The vessel is also the primary platform for the aids to navigation
maintenance program in its area of operations. It is a substantial component of the larger, nationwide
Emergency Towage Capability program that we manage as part of the National Plan.
The build of a customised second new emergency towage vessel has begun with the first steel cut in
January 2015. The second vessel will provide an enhanced towage capability. It is due to enter service
on 1 July 2016, replacing the Coral Knight.
PROTECTION OF THE SEA
LEVY REDUCED
The Australian Government reduced the rate of the Protection of the Sea Levy effective from 1 July
2014. The levy rate reduced from 14.25 cents to 11.25 cents per net registered tonne per quarter. The
levy applies to ships of more than 24 metres in length entering an Australian port carrying more than
10 tonnes of oil in bulk as fuel or cargo. It funds AMSA’s environmental protection activities─preventing
and combating ship-sourced pollution in the marine environment.
The levy rate was previously increased in June 2010 to meet part of the cost of cleaning up the oil
spill from the Pacific Adventurer incident, which occurred off the south-east coast of Queensland in
March 2009. The funds generated by the higher levy were also used to establish a $10 million pollution
response reserve. The rates for our other two levies, the Marine Navigation Levy and the Marine
Navigation (Regulatory Functions) Levy, remain unaltered.
Also as a result of the Pacific Adventurer incident, we took a proposal to the International Maritime
Organization to increase the liability limits under the 1996 Protocol to the Convention on Limitation of
Liability for Maritime Claims. This international agreement allows a shipowner or salvor to limit the total
amount they can be required to pay for damage. We successfully obtained the agreement of parties
to increase the liability limits by approximately 50 per cent. In May 2015 a bill to amend the Limitation
of Liability for Maritime Claims Act 1989 (to reflect these increased liability limits) was passed by both
Houses of Parliament. The increased liability limits took effect on 8 June 2015.
58
 CORAL SEA PARTICULARLY
SENSITIVE SEA AREA
The Coral Sea is considered one of the most distinctive and undisturbed natural systems in the world.
It includes the Great Barrier Reef Marine Park which was made the world’s first Particularly Sensitive
Sea Area (PSSA) by the International Maritime Organization (IMO) in 1990.
In 2014-15 we submitted a proposal to the IMO to extend the existing Great Barrier Reef and Torres
Strait PSSA into the Coral Sea. The proposal was approved by the IMO Marine Environment Protection
Committee in May and came into effect in June. The new area covers approximately 564,000 square
kilometres of the Coral Sea.
Three Associated Protective Measures (a new recommendatory Area to be Avoided and two two-way
routes) accompanied the proposal (see page 75 and below chart).

PAPUA NEW GUINEA

SOLOMON SEA

PORT MORESBY
TORRES
STRAIT
PSSA
OUTER ROUTE

HOLMES REEF
TWO-WAY ROUTE

CORAL SEA

DIAMOND PASSAGE
AREA TWO-WAY ROUTE
CAIRNS TO BE
AVOIDED
CORAL SEA PSSA

TOWNSVILLE

MACKAY GREAT
BARRIER
REEF
PSSA

ROCKHAMPTON

QUEENSLAND

BRISBANE

59 60
 9
NAVIGATION
SAFETY
SC1 SC4 SC5

61 62

OVERVIEW
We deliver a range of services which provide vessels with the ability to navigate safely around
Australia’s coastline and to and from its ports, including:
• a network currently comprising 490 visual and electronic aids to navigation
• ship routeing systems
• ship reporting systems
• vessel traffic services.
SHIPPING MANAGEMENT
Shipping management plans
On 7 October 2014 the Australian Government released a plan for managing shipping traffic in the
Great Barrier Reef, Torres Strait and Coral Sea. The North-East Shipping Management Plan was jointly
developed by Queensland and Australian Government agencies over a period of 2 years and takes
into account projected growth in shipping to the year 2032.
It outlines measures currently in place to manage the safety of shipping in the region and proposes
options and actions to further minimise the environmental impacts of shipping. We led the development
of the North-East Shipping Management Plan, which is available to view and download on our website
(amsa.gov.au).
In 2014-15 we continued to progress our National Shipping Management Plan. This plan describes
how we are strengthening our current capabilities to understand and respond to the challenge of
dealing with changing shipping activity around Australia.
It defines: our mandate; the maritime environment in which we work; anticipated changes to shipping
activity (and how we keep track of those changes); and our preferred technologies, measures and
approaches for ensuring the safety of shipping and protection of the marine environment, so that we
can meet current and future challenges. The plan is due for release in 2015-16.
63
NAVIGATION SAFETY
Under keel clearance management
The Torres Strait is naturally challenging for shipping, given the limited depth of water, narrow
channels, fringing coral reefs and at times strong currents and tidal streams. Our mandated under keel
clearance management (UKCM) system has been used operationally by marine pilots since
1 July 2014. The UKCM system allows pilots to plan, and then conduct, vessel transits through the
complicated waterway in a safe manner that considers a vessel’s declared deepest draught, stability
parameters, available water depth, position, tides and tidal streams.
In 2014-15 we used the technology available through Automatic Identification System (AIS) and
established a virtual AIS aid to navigation in the location of OG Rock. OG Rock is a shoal located in a
narrow section of the Torres Strait shipping channel, which poses a risk to deep draught vessels. The
creation of this virtual AIS aid to navigation comes at minimal cost and has been established to offer
assistance in the decision making required by a deep draught vessel’s pilot and master during a UKCM
transit. Feedback received from pilots on this additional safety initiative has been positive and we will
monitor the effectiveness over time through consultation.
Since its inception, the UKCM system has been subject to a continual improvement process in order
to provide pilots with a robust system that offers the most user-friendly platform possible. In December
2013, work began on a specific improvement to the UKCM system to develop and implement a
‘chart overlay’ function. In addition, the work incorporated specific aspects related to direct feedback
received from pilots and pilot providers. The upgraded system was released on 5 November 2014 and
incorporated a number of improvements in functionality, including:
• a chart overlay function that provides an additional spatial dimension for pilots when performing
transit plan calculations and transits
• updates to the latest Australian Hydrographic Service bathymetry data
• day/dusk/night mode of operation (illumination configuration)
• increased flexibility for pilots to create and modify transit plans whilst underway
• an improved hardware platform to cater for the increasing data requirements of the system.
Great Barrier Reef and Torres Strait Vessel Traffic
Service
In 2014-15 we continued to work closely with Maritime Safety Queensland (MSQ) on the
implementation of vessel traffic services for the Great Barrier Reef and Torres Strait (REEFVTS).
There were several key system changes during the period, including:
• streamlining of cruise ship reporting. Through time-based reporting, short transits through
the REEVTS area can be classified as part of a single voyage, thereby reducing reporting
requirements
• issuing of notices during a port State control inspection (and letters to owners) to a ship identified
as non-compliant with its pre-entry/entry reports. This is for educational purposes (with no fine
attached), but has resulted in positive feedback from shipowners who were not previously aware
of non-compliance incidents.
During the year, together with MSQ, we revised the governance and operational arrangements
for REEFVTS. A new memorandum of understanding commenced on 1 July 2015. Under this new
arrangement, we are the Competent Authority, and MSQ is the day-to-day operator of the service.
64
 NAVIGATION SAFETY

AIDS TO NAVIGATION
MANAGEMENT
Aids to navigation network
We manage an extensive network of aids to navigation around the coastline, currently comprising 490
aids at approximately 380 sites. The availability of these aids to navigation in 2014-15 is detailed in
Appendix 2.
The Aids to Navigation Strategy and Operations Working Group meets biannually to consider issues
regarding the provision and management of aids to navigation across jurisdictions. Key outcomes in
2014-15 included: the finalisation of a new national guideline on the provision of aids to navigation
information to the Australian Hydrographic Service for charting purposes; and consultation with states
and ports on new AMSA policy and procedures covering installation and use of AIS aid to navigation
equipment within Australian waters.

Major aids to navigation modifications

In January 2015 we completed the modification of the Swain Reefs aids to navigation structure to the
north-east of Gladstone on the Outer Shipping Route of the Great Barrier Reef. The modifications were
necessary to enable AIS vessel tracking and very high frequency (VHF) communication infrastructure
and to increase the range of the light. This project was one of a number of navigation safety initiatives
that have been implemented following the extension of REEFVTS to the area south of Mackay after
the grounding of the bulk carrier Shen Neng 1 in 2010.
A particular challenge for the project was the site’s considerable distance offshore. It was therefore
necessary to trial and implement a cost effective satellite communications solution to enable the
transfer of the vessel tracking data to our vessel tracking systems and facilitate the essential voice
communication between ships and the REEFVTS Centre in Townsville. Excellent range is being
obtained from the AIS station, tracking vessels in excess of 70 nautical miles from the site. Shortly
after the modifications were completed, the site proved highly valuable in assisting with voice
communication during the MV Thor Commander incident (page 57).

New aids to navigation maintenance contract

Our new 10-year contract for aids to navigation maintenance commenced on 1 July 2014, following
the completion of a competitive tender process and a contract transition phase. Bedding down various
changes between the previous and new contracts was a key focus in 2014-15.
The contract includes the implementation of several technology enhancements within the first
four years of the contract which will have significant financial and operational benefits, including
replacement of:
• our remaining steel buoys with polyethylene-hulled buoys
• incandescent lights with LED lights
• all AIS base stations including upgrading the functionality of equipment
• aids to navigation remote monitoring equipment and the related management system.
During 2014-15 good progress has been made against the implementation schedule for these
technical innovation projects with 22 buoys being exchanged, 29 LED lights being installed, and 11
AIS base stations being replaced. We also developed high-level user requirements as an input to the
maintenance contractor’s process to select a suitable new aid to navigation remote monitoring system
which is due to be implemented in 2016.
Other key contract deliverables which have been progressed in 2014-15 include the development of
asset management strategies for each of our aids to navigation sites and the contractor enhancing
workplace health and safety controls (for example, in the management of hazardous materials at aids
to navigation sites). Maintenance work underway on an
aid to navigation in the Port Walcott region

65 66
 CELEBRATING 100 YEARS
OF COMMONWEALTH
MANAGEMENT OF
AIDS TO NAVIGATION
In 2015 we are marking the centenary of the Australian Government’s management of
lighthouses and other aids to navigation in Australian waters.
In 1788 convicts built Australia’s first marine light on South Head at the entrance to Sydney
Harbour. This was simply an iron basket on a tripod which was replaced in 1818 by
Australia’s first lighthouse—Macquarie Light. Prior to Federation, the various colonies of
Australia built, maintained and manned their own lighthouses. As the colonies were very
independent in terms of government and geographical distance, the style of their lighthouses
greatly differed. Designs were based on local conditions and used local building materials
wherever possible.
In June 1911 the Lighthouses Act came into effect after an extensive report into the condition
of existing state lighthouses and the need for upgrades and additional aids to navigation
(that were proposed to come under Commonwealth responsibility). On 1 July 1915 the
Commonwealth officially accepted responsibility for around 163 lights beacons and buoys
required by commercial shipping.
The division of responsibility was confirmed in a 1934 agreement between the
Commonwealth and the states where the Commonwealth was responsible for ocean
highway aids and the states remained responsible for aids required for port entry, within
ports, rivers and inland waterways. From the Commonwealth Lighthouse Service’s inception
in 1915, through various Commonwealth agencies (including AMSA since 1991), the
Australian Government has been responsible for the provision of an extensive network of
aids to navigation around the coastline.
To mark the anniversary we:
• released a calendar featuring various heritage lighthouses
• hosted various open days at our lighthouses around the country
• launched an interactive map detailing our 55 heritage lighthouses
• produced cardboard kit models of lighthouses at Tasman Island, Bustard Head and
Sugarloaf Point
• launched commemorative stamp and coin sets which were developed in partnership
with the Royal Australian Mint and Australia Post
• attended the official Commonwealth Lighthouse Service Centenary celebration.

67 68
 10
WORKING WITH
INDUSTRY
SC1 SC2 SC3 SC4 SC5

69 70
 WORKING WITH INDUSTRY

DOMESTIC CONSULTATION
AND EVENTS MARITIME 2014: SHIP TO SHORE
In 2014-15 we conducted numerous consultations with stakeholders on a range of issues, standards,
Marine Orders, and policy developments. Our inaugural combined shipping and
domestic commercial vessel conference
From September to October 2014 we conducted our biannual stakeholder satisfaction survey to collect Maritime 2014: Ship to Shore was held from
feedback and measure stakeholders’ assessment of our performance. This survey included National 10-12 November in Melbourne.
System for Domestic Commercial Vessel Safety (National System) stakeholders for the first time.
More than 400 delegates attended the
A total of 397 individual stakeholders participated in telephone interviews and an online survey. conference, where International Maritime
Overall, stakeholders assessed their level and quality of engagement with AMSA; our performance; Organization (IMO) Secretary-General Koji
our clarity of purpose and integrity; and performance and accessibility of staff very positively. Results Sekimizu delivered the keynote address,
indicated support for stakeholders, service delivery, and regulation of the National System as areas reflecting on the past achievements and
for improvement. The survey results provided a positive overall picture of the perceptions held of our future challenges of the IMO. Deputy
performance across a broad range of functions, reflecting a period of consolidation from the results Prime Minister Warren Truss addressed
achieved in 2012. This provides a sound platform for us to continue to implement and integrate our the conference, detailing the Australian
regulatory responsibilities across our expanded stakeholder base. Government’s commitment to working with
maritime industries to foster strong and safe
Our principal consultative body with the maritime sector is the AMSA Advisory Committee, made up of
growth.
industry leaders from the shipping, offshore and fishing industries, the Australian Marine Conservation
Society, the largest maritime trade union, the Royal Australian Navy, and other relevant Australian Eighteen exhibitors attended the conference,
Government agencies. The committee met twice during 2014-15. We also established the inaugural giving conference delegates the latest insight
Fishing Industry Advisory Committee to lead our consultation with this important sector. into maritime technology, products, services
and training. The Australian Maritime College
Our participation in other consultative bodies is detailed below.
was the platinum sponsor of Maritime 2014,
AMSA-run consultative bodies: External consultative bodies: with Australian Maritime Systems, Riverside
Marine, Maritime Employees Training
• AMSA Advisory Committee • Aids to Navigation Strategy and Operations and Briar Maritime gold sponsors, and
• Australian Search and Rescue Consultative Working Group International Maritime Services, Ausmarine
Forum • Australian Automatic Identification System and the Oil Response Company of Australia
• Bulk Cargoes Advisory Group Working Group Pty Ltd proudly supporting the conference.
• Navigational Services Advisory Committee • Australian International Telecommunications
Panel discussions provided a forum for honest
• AMSA Livestock Advisory Committee Union Working Group
and frank debate about issues for both the
• Australian Seafarers’ Welfare Council • Australia New Zealand Safe Boating
shipping industry and domestic commercial
Education Group
• Human Elements, Training and vessel operators.
Watchkeeping Stakeholders Workshop • Australian Recreational Boating Safety
Committee
• Marine Pollution Preparedness and
Response Technical Group • Australian Shipbuilders’ Association Technical
Committee
• Marine Pollution Prevention Technical
Group • state/territory search and rescue committees
• Marine Pollution Recovery Technical Group • Australian Strategic Air Traffic Management
Group
• Australian Government National Plan
Committee • Bass Strait Livestock Shipping Committee
• Domestic Vessel Industry Advisory • Civil Aviation Safety Authority Standards
Committee Consultative Committee
• Fishing Industry Advisory Committee • Livestock Export Standards Advisory Group
• National Standard for Commercial Vessels • Maritime Agencies Forum
(NSCV) Part F2 – Leisure craft & NSCV • National Plan Strategic Industry Advisory
Part G – General Safety requirements Forum
• Navigation Safety Advisory Group • National Seafood Industry Alliance
• North-East Shipping Management Group • National Volunteer Marine Search and Rescue
• North-East Water Space Management Committee
Working Group • Ports Australia Environmental and
• National Plan Strategic Coordination Sustainability Working Group
Committee • Ports Australia Operations Working Group
• National Plan Strategic Industry Advisory • REEFVTS Management Group
Forum • Standards Australia technical committees The Hon Warren Truss MP, Deputy Prime Minister and
• National Search and Rescue Council (various) Minister for Infrastructure and Regional Development
• Vessel Tracking Services Working Group speaks at the Maritime 2014 conference.

71 72

ENGAGEMENT AND
COMMUNICATION TOOLS
In 2014-15 we produced a variety of newsletters:
• AMSA Aboard: our flagship publication. As of March 2015 this e-newsletter is published monthly
• Working Boats: our newsletter for the domestic commercial vessel industry
• On Scene: newsletter for the National Plan for Maritime Environmental Emergencies
• Maritime Safety Awareness Bulletin: a new biannual bulletin for the shipping industry.
We had more than 777,500 visits to our website this year.
Our media officers maintain a 24/7 media hotline to respond to media enquiries and, through the
media, provide information to the public on incidents within our jurisdiction. We continued to expand
our social media presence to support our strategic challenges and keep the community informed about
major developments and significant operations. In 2014-15 we issued 71 media releases and our
social media channels continued to grow. As of 30 June 2015 we had a Facebook following of more
than 20,500 and a Twitter following in excess of 23,500.
Advertising and market research
Section 311A of the Commonwealth Electoral Act 1918 requires certain reporting on advertising and
market research by Commonwealth agencies, including those covered by the Public Governance,
Performance and Accountability Act 2013.
Supplier Purpose Cost
WIN Television Community service announcement – beacons $60,000.00
Blaze Advertising Recruitment advertising $38,383.14
OUR REGISTERED TRAINING
ORGANISATION
The number of students enrolled through our Registered Training Organisation (RTO) has remained
steady around the previous year’s level. We had 355 student enrolments in 2014-15 (compared to 393
in 2013-14). Since being notified of the successful re-registration of our RTO for a further five years,
we have successfully maintained our compliance with the requirements of the Australian Skills Quality
Authority.
The new Standards for RTOs 2015 came into effect requiring existing organisations to comply from 1
April 2015. To prepare for this new phase of regulation, we reviewed and modified our relevant policies
and procedures to ensure compliance with these new standards.
73
WORKING WITH INDUSTRY
WORKING INTERNATIONALLY
We maintain a strong international presence by actively promoting continuous improvements to
international shipping practice and developments related to maritime and aviation search and rescue.
We do this through representation at various international and regional bodies, technical cooperation
programs, and in memoranda of understanding.
International Maritime Organization
The International Maritime Organization (IMO) is the global standard-setting authority for the safety,
security and environmental performance of international shipping. It also oversees the obligation for
countries to provide a search and rescue service to mariners wherever they sail. Australia is a founding
member of the IMO and has been represented on the IMO Council for more than 40 years.
Our key achievements at the IMO in 2014-15 are detailed below.
Initiative Summary
Maritime Safety Brad Groves, General Manager Navigation Safety and International
Committee Relations, was elected as Chairman of the IMO’s Maritime Safety
Committee (MSC) for 2016. The election was conducted on 11 June
during the 95th session of MSC.
Polar Code The International Code for Ships Operating in Polar Waters (Polar
Code) has been adopted by the IMO to come into force on 1 January
2017. The Polar Code covers the full range of shipping-related matters
relevant to navigation in polar regions and contains mandatory
requirements and recommendations for ships operating in Antarctic and
Arctic waters.
The work on developing the Polar Code commenced in 2010
at IMO with AMSA’s active participation representing Australian
interests. Through correspondence and working groups, Australia made
several significant contributions to the Code, including requirements
on lifesaving and firefighting appliances, safe navigation, pollution
prevention, emergency response and search and rescue.  
Safe carriage of cargo We worked with industry and partner countries to progress new
schedules for cargo types that have the potential to liquefy (manganese
ore, coal and bauxite); as well as establish interim carriage
requirements for liquid hydrogen in bulk.
Waste management We co-sponsored a submission to the IMO Marine Environment
Protection Committee which detailed a Regional Reception Facilities
Plan (for ships’ waste) for the Small Island Developing States in the
Pacific Region. We provided technical assistance to the Secretariat of
the Pacific Regional Environment Programme during the development
of this plan, and conducted gap analyses of reception facilities in five
ports across the region.
Particularly Sensitive We submitted a proposal to the IMO to extend the existing Great Barrier
Sea Area (PSSA) Reef and Torres Strait Particularly Sensitive Sea Area (PSSA) into the
extension Coral Sea (page 59). The proposal was approved by the IMO Marine
Environment Protection Committee in May 2015 and came into effect
in June 2015. The new area covers approximately 564,000 square
kilometres of the Coral Sea.
74

Initiative Summary
New ship routeing Three Associated Protective Measures for the south-west Coral Sea
systems accompanied our PSSA proposal to the IMO—a new recommendatory
Area to be Avoided and two two-way routes. These measures were
adopted by the IMO Maritime Safety Committee in June and will come
into effect on 1 January 2016.
On 1 December 2014 a new IMO-adopted recommendatory two-way
route in the Great Barrier Reef and Torres Strait came into effect.
Automatic Identification System data from early 2015 shows that its
implementation has been a success, with most ships following the new
route.
A new ship routeing system came into effect on 1 June 2015 at Papua
New Guinea’s Jomard Entrance following a joint proposal by Papua
New Guinea and Australia to the IMO.
E-navigation We coordinated national and international efforts to develop IMO
guidance on Human Centred Design for navigation systems,
incorporating Software Quality Assurance and Usability Testing.
We also led work at the International Association of Marine Aids to
Navigation and Lighthouse Authorities’ (IALA) E-Navigation Committee
to draft e-navigation test-bed reporting guidance, which has since been
accepted by the IMO.
Safety of life at sea Together with other IMO Member States, we have championed
improving the ability of ships to conduct rescues when dedicated search
and rescue resources are not available. This came into effect through
an International Convention for the Safety of Life at Sea (SOLAS)
Regulation adopted by IMO resolution, which takes effect in July 2015.
The new regulation requires all ships to develop plans and procedures
for such emergency situations, and recommends the carriage of
equipment for these recovery operations and the need to conduct drill
exercises for ships’ crews.
75
WORKING WITH INDUSTRY
International Civil Aviation Organization
As a member of the International Civil Aviation Organization (ICAO) we work closely with the
Department of Infrastructure and Regional Development and other Australian Government aviation
agencies to fulfil Australia’s obligations as a signatory to the Convention on International Civil Aviation.
This involves the provision of an aeronautical search and rescue (SAR) service, aeronautical SAR
expertise and advice, and assistance in progressing ICAO’s major initiatives.
Australia has been a member of ICAO’s governing Council since its formation in 1947 and is involved
in more than 60 ICAO committees, panels and study groups dealing with a broad cross-section
of aviation matters, including being a member of the ICAO Air Navigation Commission. Our key
achievements at ICAO in 2014-15 are detailed below.
Initiative Summary
Asia/Pacific SAR Task We continued our leadership towards improvement measures for
Force regional search and rescue services in the region through chairing
this task force. Since its establishment in 2012, this task force has
contributed significantly to raising the profile of SAR issues within the
region, including the development of a regional SAR plan to assist
with improving regional capability. It reports to the ICAO Asia/Pacific
Air Navigation Planning and Implementation Group, an Air Traffic
Management Sub-Group, in which AMSA also participates as a member
of the Australian delegation.
Ad-hoc Working Group We provided technical SAR expertise as a member of this working
on Aircraft Tracking group, which during this year developed the new ICAO Global
Aeronautical Distress and Safety System Concept of Operation. This
proposed new system sets the framework for the development of a
worldwide aircraft tracking system to improve current global tracking
capability, providing more timely alerts of aircraft emergencies and
greater accuracy of aircraft distress locations. This will offer additional
support for search and rescue, recovery, and accident investigation
activities.
ICAO/IMO Joint We maintained our status as one of eight Aeronautical SAR Members of
Working Group on this joint working group. This group assists ICAO and IMO in developing
Harmonization of provisions regarding new SAR techniques and procedures where
Aeronautical and both aeronautical and maritime interests are involved, including the
Maritime SAR International Aeronautical and Maritime Search and Rescue Manual.
Staff secondment At the beginning of 2015, a jointly funded initiative by the Department
of Infrastructure and Regional Development and AMSA saw the
secondment of an AMSA SAR technical expert to ICAO Headquarters,
Montreal, Canada for 2 years. This initiative was welcomed by ICAO,
which now provides the global aeronautical SAR community with a
fulltime expert dedicated to addressing worldwide SAR system issues
based on key recommendations following the search for Malaysia
Airlines flight MH370.
76

International Association of Marine Aids to
Navigation and Lighthouse Authorities
AMSA is one of the 22 National Member Authorities elected to the International Association of Marine
Aids to Navigation and Lighthouse Authorities (IALA). Our specialists are represented at all four
technical committees, as well as IALA’s Legal Advisory Panel. Our officers currently occupy the role of
Vice Chair of two technical committees: Aids to Navigation Engineering and Sustainability Committee;
and Vessel Traffic Services Committee. Our legal officers provided assistance to IALA throughout the
year in reviewing the organisation’s secretariat functions and their proposed move to an International
Intergovernmental Organisation.
Regional engagement
In addition to our other international obligations, we also work extensively with our neighbouring
countries to contribute to the ongoing development of ship safety, search and rescue, and environment
protection capability in the Indian Ocean, Asia-Pacific and Antarctic regions.
Indian Ocean region
In mid-January 2015, we commenced operational delivery of the 2 and half year Search and Rescue
Capability Partnership Program with the Maldives, Mauritius and Sri Lanka. This is being delivered
under the Department of Foreign Affairs and Trade ‘Government Partnerships for Development’
program. We will receive a total of $2.6 million in funding to work in cooperation with our partnering
countries to develop their capability to provide more effective response to maritime and aviation
distress situations within their search and rescue regions and to enhance capability in the broader
region.
We are a member of two regional memoranda of understanding (MOU) on port State control (PSC) -
the Indian Ocean MOU and the Tokyo MOU (in the Asia-Pacific region). In 2014-15 we continued to
conduct PSC and maritime English language training courses, and expert missions under both of these
arrangements. We also designed, printed and distributed the Indian Ocean MOU manual.
Christine Macmillian, AMSA, meeting with representatives
from the Sri Lankan Maritime Rescue Coordination Centre
77
WORKING WITH INDUSTRY
Asia-Pacific region
The 16th session of the Asia-Pacific Heads of Maritime Safety Agencies (APHoMSA) forum was held
in Shenzhen, China from 21-23 April 2015, bringing together senior maritime officials from across the
Asia-Pacific region to discuss issues of mutual interest. As Secretariat of APHoMSA, we continue
to have a central role in facilitating the forum. The forum built on improved governance reforms
made over the past few years. Support was also provided for a number of matters of significance for
Australia.
Providing effective search and rescue capabilities to the vast Pacific region presents a sizeable
challenge to a number of countries. In response to these challenges, the Pacific Island countries and
territories, together with Australia, New Zealand, France and the United States, developed the Maritime
Search and Rescue Technical Arrangement for Cooperation among Pacific Island Countries and
Territories. This arrangement has so far been accepted by five countries, including Australia, in support
of the effort to improve coordination and collaboration in the region.
We attended the 6th Pacific Regional Search and Rescue Workshop in Noumea, New Caledonia from
13-17 April 2015. As a Development Partner of the Pacific Regional SAR Workshop, we presented
many key topics, including a case study on Malaysia Airlines flight MH370; international registration
of distress beacons; radio communications for developing rescue coordination centres; and the ICAO
Asia Pacific SAR Plan.
In 2012 we completed a SAR Capability Assessment project for the Papua New Guinea (PNG)
National Maritime Safety Authority. This resulted in a number of recommendations relating to the
provision of PNG’s maritime and aviation search and rescue services. In 2014-15 we undertook
an exercise to cost the recommendations, providing PNG with an understanding of the investment
required to implement the system improvements.
We provide extensive assistance under the Australian Government’s Indonesian Transport Safety
Assistance Package (ITSAP). In 2014-15 our marine surveyors provided training and support to the
Indonesian Director General of Sea Transportation in the areas of ship and navigation safety. We also
provided search and rescue assistance including: embedding a search and rescue capability officer
within Indonesia’s national search and rescue agency BASARNAS; delivering the AMSA-developed
e-Broadcast system to provide BASARNAS with the ability to view and communicate with ships
transiting through the search and rescue region; delivering drift modelling capability and training to
provide BASARNAS with access to real time wind and ocean current data to formulate more accurate
search areas (this was subsequently used in conjunction with the e-broadcast system in the search for
AirAsia flight QZ8501); and completing 9 BASARNAS search and rescue officer exchange programs.
In 2014-15 we continued to provide high-level marine pollution response assistance to our regional
partners in the Pacific. In August an oil spill response training program was held in Apia, Samoa under
the partnership between the Secretariat of the Pacific Regional Environment Programme (SPREP),
Maritime New Zealand, and AMSA. With SPREP and the IMO, we also co-hosted a regional training
workshop in Samoa on International Convention for the Prevention of Pollution From Ships (MARPOL)
Annex VI - Air Pollution and Greenhouse Gas Emissions from International Shipping.
International staff exchange program
In October 2014 we hosted 9 participants from China, Republic of Korea, Kiribati and Solomon
Islands as part of our inaugural International Staff Exchange Program. The participants were given an
overview of our operations, accompanied our marine surveyors through a range PSC activities; studied
our International Safety Management processes; and visited some of Australia’s regional pollution
prevention and response facilities. We intend to offer an expanded program annually as a way of
strengthening relationships with counterpart agencies and helping to build improved maritime safety
practices across the region.
78
 11
APPENDICES

79 80
 APPENDIX 1 - FINANCIAL STATEMENTS

APPENDIX 1
FINANCIAL STATEMENTS

81 82
 APPENDIX 1 - FINANCIAL STATEMENTS

AUSTRALIAN MARITIME SAFETY AUTHORITY AUSTRALIAN MARITIME SAFETY AUTHORITY

STATEMENT BY THE DIRECTORS, CHIEF EXECUTIVE OFFICER AND CHIEF FINANCIAL OFFICER Statement of Comprehensive Income
for the period ended 30 June 2015
In our opinion, the attached financial statements for the year ended 30 June 2015 comply with subsection 42(2) of
the Public Governance, Performance and Accountability Act 2013 (PGPA Act), and are based on properly maintained 2015 2014
financial records as per subsection 41(2) of the PGPA Act. NET COST OF SERVICES Notes $’000 $’000
In our opinion, at the date of this statement, there are reasonable grounds to believe that the Authority will be able EXPENSES
to pay its debts as and when they fall due. Employee benefits 3A 59,625 57,637
Suppliers 3B 126,776 134,048
This statement is made in accordance with a resolution of the directors.
Depreciation and amortisation 3C 13,367 12,565
Finance costs 3D 67 58
Write-down and impairment of assets 3E 384 301
Losses from asset sales 3F 1,780 1,270
Total expenses 201,999 205,879

LESS:
OWN-SOURCE INCOME
Own-Source Revenue
Sale of goods and rendering of services 4A 16,342 18,331
Stuart Richey AM Michael Kinley Attilio Martiniello Fees and fines 4B 76 -
Chairman of the Board Chief Executive Officer Chief Financial Officer Interest 4C 2,092 2,502
Australian Maritime Safety Authority Australian Maritime Safety Authority Australian Maritime Safety Authority Rental income 4D 833 1,035
Other revenue 4E 560 459
24 September 2015 24 September 2015 24 September 2015 Total own-source revenue 19,903 22,327

Gains
Reversals of previous asset write-downs and impairments 4F 2 6
Foreign exchange 4G 2 -
Total gains 4 6

Total own-source income 19,907 22,333

Net cost of services 182,092 183,546

Revenue from Government 4H 182,449 186,087

Surplus attributable to the Australian Government 357 2,541

OTHER COMPREHENSIVE INCOME

Items not subject to subsequent reclassification to net cost of services

Changes in asset revaluation surplus 13,029 -

Total other comprehensive income 13,029 -

Total comprehensive income attributable to the Australian Government 13,386 2,541

The above statement should be read in conjunction with the accompanying notes.

83 84
85
EQUITY
ASSETS

Payables
Suppliers

Reserves
Provisions

Net Assets

Total equity
Intangibles

LIABILITIES
Inventories

Total Assets

Total payables

Total Liabilities
Finance leases
Other payables

Total provisions
Financial Assets

Other provisions

Retained surplus
as at 30 June 2015

Contributed equity
Other investments

Land and buildings

Total financial assets

Employee provisions
Non-Financial Assets

Total non-financial assets

Other non-financial assets

Interest Bearing Liabilities

Cash and cash equivalents
Trade and other receivables

Property, plant and equipment

Statement of Financial Position

Total interest bearing liabilities

AUSTRALIAN MARITIME SAFETY AUTHORITY

9
7F

8B
8A
6B
6A

6C

7G

10B
10A
7D,E
7B,C
7A,C
Notes

The above statement should be read in conjunction with the accompanying notes.
189,396
35,396
116,014
37,986
189,396
60,350
22,629
5,417
17,212
81
81
37,640
2,871
34,769
249,746
170,543
6,668
5,169
10,409
126,357
21,940
79,203
15,000
9,294
54,909
$’000
2015

176,010
35,261
102,763
37,986
176,010
65,122
24,436
16,911
-
-
40,686
2,857
241,132
156,426

7,525
4,440

37,829
4,941
84,706

7,438
123,751
15,856
76,642
$’000
2014

-
8,064

AUSTRALIAN MARITIME SAFETY AUTHORITY

Statement of Changes in Equity
for the period ended 30 June 2015

Asset revaluation Contributed equity/

Retained earnings General reserve Pollution reserve Total equity
surplus capital
2015 2014 2015 2014 2015 2014 2015 2014 2015 2014 2015 2014
$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000
Opening balance
Balance carried forward from previous period 35,261 32,882 91,101 91,101 1,500 1,500 10,162 10,000 37,986 30,501 176,010 165,984
Adjusted opening balance 35,261 32,882 91,101 91,101 1,500 1,500 10,162 10,000 37,986 30,501 176,010 165,984

Comprehensive income
Non financial asset revaluation increment - - 11,371 - - - - - - - 11,371 -
Provision for restoration assessment - - 1,658 - - - - - - - 1,658 -
Surplus for the period 357 2,541 - - - - - - - - 357 2,541
Total comprehensive income 357 2,541 13,029 - - - - - - - 13,386 2,541

Transactions with owners

Contributions by owners
Equity injection - - - - - - - - - 7,485 - 7,485
Total transactions with owners - - - - - - - - - 7,485 - 7,485

Transfers between equity components

Increase to pollution reserve (222) (162) - - - 222 162 - - - -
Closing balance as at 30 June 2015 35,396 35,261 104,130 91,101 1,500 1,500 10,384 10,162 37,986 37,986 189,396 176,010

The above statement should be read in conjunction with the accompanying notes.
86
APPENDIX 1 - FINANCIAL STATEMENTS
 APPENDIX 1 - FINANCIAL STATEMENTS

AUSTRALIAN MARITIME SAFETY AUTHORITY AUSTRALIAN MARITIME SAFETY AUTHORITY

Cash Flow Statement SCHEDULE OF COMMITMENTS
for the period ended 30 June 2015 as at 30 June 2015

2015 2014 2015 2014

Notes $’000 $’000 BY TYPE $’000 $’000
Commitments receivable
OPERATING ACTIVITIES Sublease rental income and lease incentive (1,779) (409)
Cash received Other commitments (79,463) (37,622)
Receipts from Government 181,129 186,286 Total commitments receivable (81,242) (38,031)
Sale of goods and rendering of services 15,829 17,151
Interest 2,256 2,408 Commitments payable
Net GST received 13,116 12,365 Capital commitments
1,259 1,280 Land and buildings 592 380
Other
Property, plant and equipment 1 2,085 3,966
Total cash received 213,589 219,490
Intangibles 2 759 2,068
Total capital commitments 3,436 6,414
Cash used
Employees 59,730 56,593
Other commitments
Suppliers 146,546 136,437
Goods and services contracts 3 744,545 342,649
Total cash used 206,276 193,030
Operating leases 4 80,311 68,379
Net cash from operating activities 11 7,313 26,460
Total other commitments 824,856 411,028
Net commitments by type 747,050 379,411
INVESTING ACTIVITIES
Cash used
BY MATURITY
Purchase of property, plant and equipment 13,651 12,275
Commitments receivable
Investments 15,000 -
Operating lease income
Total cash used 28,651 12,275 One year or less (881) (361)
Net cash used by investing activities (28,651) (12,275) From one to five years (898) (48)
Total operating lease income (1,779) (409)
FINANCING ACTIVITIES
Cash received Other commitments receivable
Contributed equity - 7,485 One year or less (9,819) (7,208)
Total cash received - 7,485 From one to five years (36,424) (16,785)
Over five years (33,220) (13,629)
Cash used Total other commitments receivable (79,463) (37,622)
Repayment of borrowings 379 231 Total commitments receivable (81,242) (38,031)
Finance lease interest 16 10
Total cash used 395 241 Commitments payable
Net cash from financing activities (395) 7,244 Capital commitments
One year or less 3,436 6,414
Net increase (decrease) in cash held (21,733) 21,429 Total capital commitments 3,436 6,414

Cash and cash equivalents at the beginning of the reporting period 76,642 55,213 Operating lease commitments
Cash and cash equivalents at the end of the reporting period 6A 54,909 76,642 One year or less 12,982 13,829
From one to five years 40,004 33,546
The above statement should be read in conjunction with the accompanying notes. Over five years 27,325 21,004
Total operating lease commitments 80,311 68,379

Goods and services contracts commitments

One year or less 67,746 59,872
From one to five years 338,854 153,139
Over five years 337,945 129,638
Total goods and services contracts commitments 744,545 342,649
Total commitments payable 828,292 417,442
Net commitments by maturity 747,050 379,411

Commitments are GST inclusive where relevant.

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 APPENDIX 1 - FINANCIAL STATEMENTS

AUSTRALIAN MARITIME SAFETY AUTHORITY AUSTRALIAN MARITIME SAFETY AUTHORITY

SCHEDULE OF COMMITMENTS (Cont'd) Notes to and forming part of the financial statements
as at 30 June 2015 for the period ended 30 June 2015

Notes: Table of Contents - Notes

1. Capital commitment for property, plant and equipment is for pollution response equipment and aids to navigation.
2. Capital commitment for intangibles is for software systems redevelopment.
3. Significant increases in goods and services commitments relate primarily to new contracts for pollution response Note 1: Summary of Significant Accounting Policies
capabilities, aids to navigation, information technology outsourcing and search and rescue aerial capability. Note 2: Events After the Reporting Period
4. Operating leases included are effectively non-cancellable and are tabled as follows: Note 3: Expenses
Note 4: Own-Source Income
Nature of lease General description of leasing arrangement
Note 5: Fair Value Measurement
Occupancy leases AMSA's lease payments are subject to a variety of arrangements, including fixed Note 6: Financial Assets
percentage increases; increases/decreases in accordance with movements in the Note 7: Non-Financial Assets
Consumer Price Index; and adjustment of rentals to current market levels. Some
Note 8: Payables
occupancy leases include renewal clauses. Lease payments, subject to varying
arrangements as outlined above, and contingent rents have not been taken into Note 9: Interest Bearing Liabilities
account in determining commitments. Note 10: Provisions
Note 11: Cash Flow Reconciliation
Motor vehicles leases No contingent rentals exist. Any renewal or purchase options available are unlikely Note 12: Contingent Liabilities and Assets
to be exercised by AMSA.
Note 13: Senior Management Personnel Remuneration
Note 14: Related Party Disclosures
Contractual arrangements - A portion of AMSA's contract payments are in respect of the exclusive use of Note 15: Remuneration of Auditors
containing a lease specific assets. This portion is recognised as an operating lease in accordance with
Note 16: Financial Instruments
Interpretation 4 - Determining Whether an Arrangement Contains a Lease.
Some payments are subject to increases/decreases in accordance with movements Note 17: Financial Assets Reconciliation
in the Consumer Price Index, and some of the arrangements include an option to Note 18: Reporting of Outcomes
renew/extend. Contingent rental amounts have not been taken into account in Note 19: Cost Recovery Summary
determining commitments.
Note 20: Budgetary Reports and Explanations of Major Variances
The above schedule should be read in conjunction with the accompanying notes.

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 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 1: Summary of Significant Accounting Policies Note 1: Summary of Significant Accounting Policies (Cont’d)

1.1 Objective of the Australian Maritime Safety Authority 1.4 New Australian Accounting Standards

The Australian Maritime Safety Authority (AMSA) is an Australian Government controlled, not for profit, entity. The objective Adoption of New Australian Accounting Standard Requirements
of AMSA is to:
AASB 1055: Budgetary Reporting (issued in March 2013)
• promote maritime safety and protection of the marine environment
This standard applies to annual reporting periods beginning on or after 1 July 2014. It requires the reporting of budgetary
• prevent and combat ship-sourced pollution in the marine environment information by not-for-profit entities within the General Government Sector against actual outcomes and explanations of
• provide infrastructure to support safety of navigation in Australian waters significant variances between the budget and the actuals. Comparative information is not required.
• provide a national search and rescue service to the maritime and aviation sectors
No accounting standard has been adopted earlier than the application date as stated in the standard.
• provide, on request, services to the maritime industry on a commercial basis
• provide, on request, services of a maritime nature on a commercial basis to the Commonwealth and/or states and Future Australian Accounting Standard Requirements
territories.
No other new standards, revised standards, interpretations or amending standards that were issued by the Australian
Accounting Standards Board prior to the signing of the statement by the Chairman, Chief Executive Officer and Chief
AMSA’s vision is safe and clean seas, saving lives. Financial Officer, and are applicable to the future reporting period, are expected to have a future material financial impact
on AMSA.
AMSA’s Outcome Statement is to minimise the risk of shipping incidents and pollution in Australian waters through ship
safety and environment protection regulation and services and maximise people saved from maritime and aviation incidents
through search and rescue coordination. 1.5 Revenue
The continued existence of AMSA in its present form and with its present programs is dependent on Government policy and Revenue from the sale of goods is recognised when:
on continuing funding by Parliament for AMSA’s administration and programs.
• the risks and rewards of ownership have been transferred to the buyer
• AMSA retains no managerial involvement or effective control over the goods
1.2 Basis of Preparation of the Financial Statements
• the revenue and transaction costs incurred can be reliably measured
The financial statements are general purpose financial statements and are required by section 42 of the Public Governance, • it is probable that the economic benefits associated with the transaction will flow to AMSA.
Performance and Accountability Act 2013 (PGPA Act). The financial statements have been prepared in accordance
with:
Revenue from rendering of services is recognised by reference to the stage of completion of contracts at the reporting date.
The revenue is recognised when:
• Financial Reporting Rule 2015 (FRR) for reporting periods ending on or after 1 July 2014; and
• Australian Accounting Standards and Interpretations issued by the Australian Accounting Standards Board (AASB) • the amount of revenue, stage of completion and transaction costs incurred can be reliably measured
that apply for the reporting period.
• the probable economic benefits associated with the transaction will flow to AMSA.
The financial statements have been prepared on an accrual basis and in accordance with the historical cost convention,
The stage of completion of contracts at the reporting date is determined by reference to the proportion that costs incurred to
except for certain assets and liabilities at fair value. Except where stated, no allowance is made for the effect of changing
date bear to the estimated total costs of the transaction.
prices on the results or the financial position.

Receivables for goods and services, which have 30 day terms, are recognised at the nominal amounts due less any
The financial statements are presented in Australian dollars and values are rounded to the nearest thousand dollars unless
impairment allowance account. Collectability of debts is reviewed at the end of the reporting period. Allowances are made
otherwise specified.
when collectability of the debt is no longer probable.

The accounting policies are consistent with the previous year except where otherwise disclosed.
Interest revenue is recognised using the effective interest method as set out in AASB 139 Financial Instruments: Recognition
and Measurement.
1.3 Significant Accounting Judgements and Estimates
Revenue from Government
In the process of applying the accounting policies listed in this note, AMSA has made the following judgements that have
Funding received or receivable from non-corporate Commonwealth entities (appropriated to the Department of Infrastructure
the most significant impact on the amounts recorded in the financial statements:
and Regional Development as a corporate Commonwealth entity payment item for payment to AMSA) is recognised as
• estimates relating to “certain on cost factors” applied in calculating long service leave entitlements, see 1.8 below revenue from government by AMSA unless the funding is in the nature of an equity injection or a loan.
• any liabilities in relation to pollution incident costs, see 1.15 below
1.6 Gains
No accounting assumptions or estimates have been identified that have a significant risk of causing a material adjustment
to carrying amounts of assets and liabilities within the next accounting period unless noted. Sale of Assets
Gains from disposal of assets are recognised when control of the asset has passed to the buyer.

1.7 Transactions with the Government as Owner
In 2014-15, AMSA had no transactions with the Government as owner (2013-14: one).

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 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 1: Summary of Significant Accounting Policies (Cont’d) Note 1: Summary of Significant Accounting Policies (Cont’d)
1.8 Employee Benefits 1.10 Borrowing Costs
Liabilities for ‘short-term employee benefits’ (as defined in AASB 119 Employee Benefits) and ‘termination benefits’ due All borrowing costs are expensed as incurred.
within twelve months of the end of the reporting period are measured at their nominal amounts.

Leave 1.11 Fair Value Measurement

The liability for employee benefits includes provision for annual leave, professional leave, surveyors leave and long service AMSA deems transfers between levels of the fair value hierarchy to have occurred at the end of the reporting period.
leave. No provision has been made for sick leave as all sick leave is non-vesting and the average sick leave taken in future
years by employees of AMSA is estimated to be less than the annual entitlement for sick leave.
1.12 Cash
The leave liabilities are calculated on the basis of employees’ remuneration at the estimated salary rates that will apply at
the time the leave is taken, including AMSA’s employer superannuation contribution rates, to the extent that the leave is Cash and cash equivalents include cash on hand and demand deposits in bank accounts with an original maturity of three
likely to be taken during service rather than paid out on termination. months or less that are readily convertible to known amounts of cash and subject to insignificant risk of changes in value.
Cash is recognised at its nominal amount.
AMSA used the shorthand method in accordance with the FRR (as per the Commonwealth Entities Financial Statements
Guide) to calculate the long service leave liability.
1.13 Financial Assets
Separation and Redundancy AMSA classifies its financial assets in the following categories:
Provision is made for separation and redundancy benefit payments. AMSA recognises a provision for termination when it
has developed a detailed formal plan for the terminations and has informed those affected employees that it will carry out • held-to-maturity investments
the terminations. • loans and receivables.

Superannuation The classification depends on the nature and purpose of the financial assets and is determined at the time of initial
The majority of AMSA staff are members of the Commonwealth Superannuation Scheme (CSS), the Public Sector recognition.
Superannuation Scheme (PSS) or the PSS Accumulation Plan (PSSap). Other schemes staff belong to are the Australian
Government Employees Superannuation Trust (AGEST) and self managed super funds. Financial assets are recognised and derecognised upon trade date.

The CSS and PSS are defined benefit schemes for the Australian Government. All other schemes are defined contribution Effective Interest Method
schemes. The effective interest method is a method of calculating the amortised cost of a financial asset and of allocating interest
income over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash receipts
The liability for defined benefits is recognised in the financial statements of the Australian Government and is settled by through the expected life of the financial asset, or, where appropriate, a shorter period.
the Australian Government in due course. This liability is reported in the Department of Finance’s administered schedules
and notes. Income is recognised on an effective interest rate basis except for financial assets that are recognised at fair value through
profit or loss.
AMSA makes employer contributions to the employee superannuation schemes at rates determined by an actuary to be
sufficient to meet the current cost to the Government of the superannuation entitlements of AMSA’s employees. AMSA Financial Assets at Fair Value through Profit or Loss
accounts for the contributions as if they were contributions to defined contribution plans.
Assets in this category are classified as current assets. Financial assets at fair value through profit or loss are stated at fair
The liability for superannuation recognised as at 30 June 2015 represents outstanding contributions for the final fortnight of value, with any resultant gain or loss recognised in profit or loss. The net gain or loss recognised in profit or loss incorporates
the year. any interest earned on the financial asset.

Available-for-Sale Financial Assets

1.9 Leases
Available-for-sale financial assets are non-derivatives that are either designated in this category or not classified in any of
A distinction is made between finance leases and operating leases. Finance leases effectively transfer from the lessor to the the other categories.
lessee substantially all the risks and rewards incidental to ownership of leased assets. An operating lease is a lease that is
not a finance lease. In operating leases, the lessor effectively retains substantially all such risks and benefits. Available-for-sale financial assets are recorded at fair value. Gains and losses arising from changes in fair value are
recognised directly in reserves (equity) with the exception of impairment losses. Interest is calculated using the effective
Where an asset is acquired by means of a finance lease, the asset is capitalised at either the fair value of the lease property interest method and foreign exchange gains and losses on monetary assets are recognised directly in profit or loss. Where
or, if lower, the present value of minimum lease payments at the inception of the contract and a liability is recognised at the the asset is disposed of or is determined to be impaired, part (or all) of the cumulative gain or loss previously recognised in
same time and for the same amount. the reserve is included in surplus and deficit for the period.

The discount rate used is the interest rate implicit in the lease. Leased assets are amortised over the period of the lease. Where a reliable fair value cannot be established for unlisted investments in equity instruments, these instruments are
Lease payments are allocated between the principal component and the interest expense. valued at cost.

Operating lease payments are expensed on a straight-line basis which is representative of the pattern of benefits derived
from the leased assets. Held-to-Maturity Investments
Non-derivative financial assets with fixed or determinable payments and fixed maturity dates that AMSA has the positive
intent and ability to hold to maturity are classified as held-to-maturity investments. Held-to-maturity investments are recorded
at amortised cost using the effective interest method less impairment, with revenue recognised on an effective yield basis.

93 94

Notes to and forming part of the financial statements
Note 1: Summary of Significant Accounting Policies (Cont’d)
Loans and Receivables 1.17 Contingent Liabilities and Contingent Assets
Trade receivables, loans and other receivables that have fixed or determinable payments that are not quoted in an active
market are classified as ‘loans and receivables’. Loans and receivables are measured at amortised cost using the effective
interest method less impairment. Interest is recognised by applying the effective interest rate. of which the amount cannot be reliably measured. Contingent assets are disclosed when settlement is probable but not
Impairment of Financial Assets
Financial assets are assessed for impairment at the end of each reporting period.
Financial assets held at amortised cost - If there is objective evidence that an impairment loss has been incurred, the
amount of the impairment loss is the difference between the carrying amount of the asset and the present value of the
estimated future cash flows discounted at the current market rate for similar assets.
1.14 Financial Liabilities assets are initially recognised as contributions by owners at the amounts at which they were recognised in the transferor’s
Financial liabilities are classified as either financial liabilities ‘at fair value through profit or loss’ or ‘other financial liabilities’.
Financial liabilities are recognised and derecognised upon ‘trade date’.
Financial Liabilities at Fair Value Through Profit or Loss
Financial liabilities at fair value through profit or loss are initially measured at fair value. Subsequent fair value adjustments
are recognised in profit or loss. The net gain or loss recognised in profit or loss incorporates any interest paid on the financial
liability.
Other Financial Liabilities
‘Other financial liabilities’ are initially measured at fair value, net of transaction costs. navigation taken up by AMSA where there exists an obligation to make good at the end of any lease term. These costs are
Other financial liabilities are subsequently measured at amortised cost using the effective interest method, with interest
expense recognised on an effective yield basis. Revaluations
Supplier and other payables are recognised at amortised cost. Liabilities are recognised to the extent that the goods or
services have been received (and irrespective of having been invoiced).
1.15 Pollution incident costs
Under Australia’s National Plan for Maritime Environmental Emergencies, AMSA is responsible for reimbursing the
direct clean up costs arising from an oil pollution incident that cannot be recovered from the polluter. AMSA makes these
reimbursements on the basis of polluter (or potential polluter) pays, either from the Pollution Reserve or by adjusting the
Protection of the Sea Levy accordingly to recover any reimbursements made or due to be made.
Where AMSA has such a reimbursement obligation, AMSA determines an estimate of that obligation in accordance with
Australian Accounting Standard AASB 137 Provisions, Contingent Liabilities and Contingent Assets by determining a range
of possible outcomes from which a sufficiently reliable estimate of the obligation can be made.
In determining an estimate of the obligation AMSA considers reliable available information, advice from independent
experts, experience with similar incidents and AMSA’s reasonable expectation of the probability of occurrence.
1.16 Pollution Reserve
AMSA has established a Pollution Reserve to enable it to fund responses to pollution incidents while claims are being
settled and as a contingency in the event that future pollution claims exceed the limited liability of any ship owner.
AMSA has also established an unsecured commercial line of credit of $40 million, bringing AMSA’s total pollution response
financial capability to $50 million.
95
APPENDIX 1 - FINANCIAL STATEMENTS
Notes to and forming part of the financial statements
Note 1: Summary of Significant Accounting Policies (Cont’d)
Contingent liabilities and contingent assets are not recognised in the statement of financial position but are reported in the
notes. They may arise from uncertainty as to the existence of a liability or asset or represent an asset or liability in respect
virtually certain and contingent liabilities are disclosed when settlement is greater than remote.
1.18 Acquisition of Assets
Assets are recorded at cost on acquisition except as stated below. The cost of acquisition includes the fair value of assets
transferred in exchange and liabilities undertaken. Financial assets are initially measured at their fair value plus transaction
costs where appropriate.
Assets acquired at no cost, or for nominal consideration, are initially recognised as assets and income at their fair value at
the date of acquisition, unless acquired as a consequence of restructuring of administrative arrangements. In the latter case,
accounts immediately prior to the restructuring.
1.19 Property, Plant and Equipment
Asset Recognition Threshold
Purchases of property, plant and equipment are recognised initially at cost in the statement of financial position, except for
purchases costing less than $3,000, which are expensed in the year of acquisition (other than where they form part of a
group of similar items which are significant in total).
The initial cost of an asset includes an estimate of the cost of dismantling and removing the item and restoring the site on
which it is located. This is particularly relevant to ‘make good’ provisions in land, buildings, furniture and fittings and aids to
included in the value of AMSA’s assets with a corresponding provision for the ‘make good’ recognised.
Fair values for each class of asset are determined as shown below:
Following initial recognition at cost, property plant and equipment are carried at latest valuation less subsequent depreciation
and impairment losses. Valuations are conducted with sufficient frequency to ensure that the carrying amounts of assets do
not differ materially from the assets’ fair values as at the reporting date. The regularity of independent valuations depends
upon the volatility of movements in market values for the relevant assets.
Revaluation adjustments are made on a class basis. Any revaluation increment is credited to equity under the heading of
asset revaluation reserve except to the extent that it reverses a previous revaluation decrement of the same asset class that
was previously recognised in the operating result. Revaluation decrements for a class of assets are recognised directly in
the operating result except to the extent that they reversed a previous revaluation increment for that class.
Any accumulated depreciation as at the revaluation date is eliminated against the gross carrying amount of the asset and
the asset restated to the revalued amount.
Australian Valuation Solutions (AVS) has provided a comprehensive review and valuation of all stated assets with
representative sample inspections undertaken for each asset class as at 30 June 2015 for financial reporting purposes. This
valuation was performed in accordance with all aspects of the relevant accounting, insurance and valuation framework, which
includes (but is not limited to) the Financial Reporting Rule 2015 (Part 3, Section 17), AASB 13 Fair Value Measurement
and AASB 116 Property, Plant and Equipment. The fair value of assets was measured by the three approaches recognised
by AASB 13 including the market comparison approach, the cost approach and the income capitalisation approach. These
approaches are consistent with generally accepted valuation methodologies utilised by the valuation profession.
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 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 1: Summary of Significant Accounting Policies (Cont’d) Note 1: Summary of Significant Accounting Policies (Cont’d)
Depreciation 1.22 Inventories
Depreciable property, plant and equipment assets are written-off to their estimated residual values over their estimated AMSA’s inventory is largely for its own consumption or distribution at nil cost. While AMSA does not ordinarily hold inventory
useful lives using, in all cases, the straight-line method of depreciation. for sale, if sales are made they represent the distribution of inventory at a nominal value.

Depreciation rates (useful lives), residual values and methods are reviewed at each reporting date and necessary AMSA’s inventories are valued at cost, adjusted for any loss of service potential. Inventories acquired at no cost or at
adjustments are recognised in the current, or current and future reporting periods, as appropriate. nominal consideration are initially measured at current replacement cost at the date of acquisition.

Depreciation rates applying to each type of depreciable asset are based on the following useful lives:
1.23 Taxation / Competitive Neutrality
Reportable Asset types 2015 2014
AMSA is exempt from all forms of taxation except Fringe Benefits Tax (FBT), Goods and Services Tax (GST) and Customs
Buildings on freehold land 20 to 40 years 20 to 40 years Duties. Revenues, expenses and assets are recognised net of GST except where the amount of GST incurred is not
Property, Plant and Equipment is made up of the following: recoverable from the Australian Taxation Office, and for receivables and payables.

- Furniture and Fittings (includes leasehold improvements)* 2 to 10 years 2 to 10 years

1.24 Insurance
- Office and Computer Equipment 3 to 16 years 3 to 16 years
AMSA has insured for risks through the Government insurable risk fund, Comcover. Workers compensation is insured
- Plant and Equipment 3 to 30 years 3 to 30 years through Comcare.
- Aids to Navigation 3 to 40 years 3 to 40 years
- Vessels and Amphibians 10 to 20 years 10 to 20 years 1.25 AMSA Levy Collection
- Vehicles 5 to 8 years 5 to 8 years The Marine Navigation Levy, the Marine Navigation (Regulatory Functions) Levy and the Protection of the Sea Levy are
collected on behalf of the Government by the Department of Immigration and Border Protection and designated AMSA staff.
* Leasehold improvements are depreciated over the life of the lease. Collected levies are transferred to the Department of Infrastructure and Regional Development for deposit to the Official
Public Account.
Impairment
All assets were assessed for impairment at 30 June 2015. Where indications of impairment exist, the asset’s recoverable AMSA collected $113,078,014 of levies (gross collection) on behalf of the Government during 2014-15 (2013-14:
amount is estimated and an impairment adjustment made if the asset’s recoverable amount is less than its carrying $116,445,942).
amount.

Derecognition
An item of property, plant and equipment is derecognised upon disposal or when no further future economic benefits are
Notes to and forming part of the financial statements
expected from its use or disposal.

Heritage assets Note 2: Events After the Reporting Period

Heritage assets held by AMSA are not brought to account. While a small number of these items are on display in AMSA’s
offices they are not considered to be held for public exhibition, education or research, nor are they used in the operational There were no post balance date events that need to be disclosed in the financial statements for the year ended
activities of AMSA. The economic benefit from the use of the items that would result if AMSA were deprived of these items 30 June 2015.
is not material.
Certain aids to navigation assets (such as heritage lighthouses) are primarily held as operational assets rather than being
held for cultural, environmental or historical significance value and are therefore accounted for in accordance with AASB
116 Property, Plant and Equipment. Other aids to navigation assets under finance leases are accounted for under AASB
117 Leases.

1.20 Capital Works Under Construction

Capital works under construction are carried at cost as ‘Work In Progress’ and capitalised when completed and ready for
use.

1.21 Intangibles
AMSA’s intangibles comprise purchased or internally developed software for internal use. These assets are carried at cost
less accumulated amortisation and accumulated impairment losses.

Software is amortised on a straight-line basis over its anticipated useful life. The useful life of AMSA’s software is 5 to 15
years (2013-14: 5 to 15 years).

All software assets were assessed for indications of impairment as at 30 June 2015.

97 98
 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 3: Expenses Note 3: Expenses (Cont'd)

2015 2014 2015 2014
$’000 $’000 $’000 $’000
Note 3A: Employee Benefits Note 3C: Depreciation and Amortisation
Wages and salaries 42,719 41,074 Depreciation
Superannuation Buildings 492 478
Defined contribution plans 5,379 4,028 Property, plant and equipment 11,383 11,067
Defined benefit plans 3,413 4,543 Total depreciation 11,875 11,545
Leave and other entitlements 6,489 6,620
Separation and redundancies 874 732 Amortisation
Other employee benefits - Fringe Benefits Tax 751 640 Assets held under finance leases 115 119
Total employee benefits 59,625 57,637 Intangibles
Computer software 1,377 901
Note 3B: Suppliers Total amortisation 1,492 1,020
Goods and services supplied or rendered Total depreciation and amortisation 13,367 12,565
Travel and transport 6,564 7,829
Material and services 92,262 97,136
Communications 7,037 6,201 Note 3D: Finance Costs
Administration 6,165 8,219 Finance leases 16 10
Total goods and services supplied or rendered 112,028 119,385 Unwinding of discount 51 48
Total finance costs 67 58
Goods supplied in connection with
Related entities 2,523 4,592
External parties 95,702 93,553 Note 3E: Write-Down and Impairment of Assets
Total goods supplied 98,225 98,145 Asset write-downs and impairments from:
Write-down of inventory 367 299
Services rendered in connection with Impairment of receivables 17 2
External parties 13,803 21,240 Total write-down and impairment of assets 384 301
Total services rendered 13,803 21,240
Total goods and services supplied or rendered 112,028 119,385
Note 3F: Losses from Asset Sales
Other suppliers Land and buildings
Operating lease rentals – external parties Proceeds from sale (400) -
Minimum lease payments 14,486 14,337 Carrying value of assets sold 673 20
Workers compensation expenses 262 326 Selling expense 14 -
Total other suppliers 14,748 14,663 Property, plant and equipment
Total supplier 126,776 134,048 Carrying value of assets disposed 1,493 1,250
Total losses from asset sales 1,780 1,270

99 100
 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 4: Own-Source Income Note 4: Own-Source Income (Cont’d)

2015 2014 2015 2014
OWN-SOURCE REVENUE $’000 $’000 GAINS $’000 $’000
Note 4A: Sale of Goods and Rendering of Services Note 4F: Reversals of Previous Asset Write-Downs and Impairments
Sale of goods in connection with Reversal of impairment for receivables recovered 2 2
External parties 127 115 Reversal of impairment losses for property, plant and equipment - 4
Total sale of goods 127 115 Total reversals of previous asset write-downs and impairments 2 6

Rendering of services in connection with Note 4G: Foreign Exchange Gain

Related entities 2,262 1,678 Non-speculative 2 -
External parties 13,953 16,538 Total foreign exchange gains 2 -
Total rendering of services 16,215 18,216
Total sale of goods and rendering of services 16,342 18,331 Note 4H: Revenue from Government
Department of Infrastructure and Regional Development
Note 4B: Fees and Fines Corporate Commonwealth Entity payment item 182,449 186,087
Fines 76 - Total revenue from Government 182,449 186,087
Total fees and fines 76 -
Represented by:
Note 4C: Interest Levy revenue: Australian Maritime Safety Act 1990. s48
Deposits 2,092 2,502 Marine Navigation Levy 32,314 31,354
Marine Navigation (Regulatory Functions) Levy 48,349 46,315
Total interest 2,092 2,502
Protection of the Sea Levy 31,268 39,253
Services provided on behalf of the Government 65,284 65,080
Note 4D: Rental Income
Other 5,234 4,085
Operating lease:
182,449 186,087
Sublease -related entities 478 530
Sublease -external parties 355 505
Total rental income 833 1,035

Note 4E: Other Revenue

Insurance recoveries 560 459
Total other revenue 560 459

101 102
103
Notes to and forming part of the financial statements

Note 5: Fair Value Measurement

The following tables provide an analysis of assets and liabilities that are measured at fair value.
The different levels of the fair value hierarchy are defined below.
Level 1: Quoted prices (unadjusted) in active markets for identical assets or liabilities that the entity can access at measurement date.
Level 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly.
Level 3: Unobservable inputs for the asset or liability.

Note 5A: Fair Value Measurements, Valuation Techniques and Inputs Used

Fair value measurements For Levels 2 and 3 fair value measurements

2015 2014 Category
Notes $'000 $'000 Level Valuation Technique(s) Inputs Used Range (weighted average)
Non-financial assets
Land 7A 3,490 4,360 2 Market approach Adjusted market transactions NA
Land 7A 280 - 3 Market approach Adjusted market transactions (20.0%) -20.0%
Buildings 7A 4,799 5,956 2 Market Approach Adjusted market transactions NA
Buildings 7A 767 - 3 Market Approach Adjusted market transactions (10.0%) -10.0%
Depreciated replacement Replacement cost - New - price per square metre, New - NA, 2.2% - 5.0%
Buildings 7A 8,457 5,540 3
cost (DRC) Consumed economic benefit / Obsolescence of asset (2.5%) per annum
Depreciated replacement Replacement cost - New (price per square metre), New - NA, 1.4% - 33.3%
Leasehold improvement 7B 8,226 9,180 3
cost (DRC) Consumed economic benefit / Obsolescence of asset (7.7%) per annum
Property, plant & equipment 7B 3,760 6,634 2 Market approach Adjusted market transactions NA
Property, plant & equipment 7B 531 - 3 Market approach Adjusted market transactions (20.0%) -10.0%
Depreciated replacement Replacement cost - New, Consumed economic New - NA, 0.5% - 5.0%
Property, plant & equipment 7B 106,774 103,115 3
cost (DRC) benefit / Obsolescence of asset (2.9%) per annum
Total non-financial assets 137,084 134,785
Total fair value measurements of assets in
137,084 134,785
the statement of financial position
Non-financial liabilities Depreciated replacement Replacement cost - New, Consumed economic New - NA, 0.5% - 5.0%
3,322 4,970 3
Provision for restoration cost (DRC) benefit / Obsolescence of asset (2.9%) per annum
Non-financial liabilities 3,322 4,970
Total fair value measurements of liabilities
3,322 4,970
in the statement of financial position

Fair value measurements - Highest and Best Use

AMSA’s assets are held for operational purposes and not held for the purposes of deriving a profit. The current use of all controlled assets is considered their highest and best use.
1. AMSA did not measure any non-financial assets at fair value on a non-recurring basis as at 30 June 2015.
2. There have been changes to the valuation techniques for assets in the property, plant and equipment class. In instances where sufficient observable inputs, such as market transactions of
similar assets, were not identified this financial year, the valuation technique was changed from a Market approach to a DRC approach.
measurement.
Land - Market approach

Building - Market approach

(lower) fair value measurement.

higher (lower) fair value measurement.

Building - Depreciated replacement cost (DRC)

Property, plant and equipment - Market approach

significantly higher (lower) fair value measurement.

significantly higher (lower) fair value measurement.
significantly higher (lower) fair value measurement.
significantly higher (lower) fair value measurement.
Note 5: Fair Value Measurement (Cont'd)

Provision for restoration - Depreciated replacement cost (DRC)

Leasehold improvement - Depreciated replacement cost (DRC)
Notes to and forming part of the financial statements

Property, plant and equipment - Depreciated replacement cost (DRC)

Note 5A: Fair Value Measurements, Valuation Techniques and Inputs Used (Cont'd)

Sensitivity of the fair value measurement to changes in unobservable inputs for category level 3

A significant increase (decrease) in market transactions may result in a significantly higher (lower) fair value

A significant increase (decrease) in this consumed economic benefit / obsolescence of the asset would result in a
A significant increase (decrease) in this consumed economic benefit / obsolescence of the asset would result in a
A significant increase (decrease) in this consumed economic benefit / obsolescence of the asset would result in a
A significant increase (decrease) in this consumed economic benefit / obsolescence of the asset would result in a
The significant unobservable inputs used in the fair value measurement of AMSA’s building asset class relate to the
price per square metre. A significant increase (decrease) in market transactions would result in a significantly higher

adopted price per square metre. A significant increase (decrease) in market transactions would result in a significantly
The significant unobservable inputs used in the fair value measurement of AMSA’s land asset class relate to the adopted

104
 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements

-
113,709

(11,136)

-
Total

2014
$’000

15,262

-
-
117,835

2. The transfers into Level 3 hierarchy during the year were due to assets that are no longer valued using a market approach (with a DRC approach adopted due to a lack of reliable
1. These gains/(losses) are presented in the statement of comprehensive income under depreciation and amortisation, loss of asset sales and change in asset revaluation surplus.
Note 5: Fair Value Measurement (Cont'd)

-
$’000

117,835

(11,988)

13,801

4,700
Total

2015

734

-
(45)
125,037
Note 5A: Fair Value Measurements, Valuation Techniques and Inputs Used (Cont’d)

Recurring and non-recurring Level 3 fair value measurements - valuation processes

AMSA tests the procedures of the valuation model as an asset materiality review at least once every 12 months (with

100,422

-
Property,
plant &

$’000

(9,029)

11,722

-
equipment
2014

-
103,115

-
a formal revaluation undertaken once every three years). If a particular asset class experiences significant and volatile
changes in fair value (i.e. where indicators suggest that the value of the class has changed materially since the previous
reporting period), that class is subject to specific valuation in the reporting period, where practicable, regardless of the
timing of the last specific valuation. AMSA engaged Australian Valuation Solutions (AVS) to undertake a full revaluation
and confirms that the models developed comply with AASB 13 Fair Value Measurement.

103,115
Property,
plant &
equipment

$’000

(9,319)

10,645

2,443
(267)
2015

734
(45)
107,306

-
Significant Level 3 inputs utilised by AMSA are derived and evaluated as follows:

Land & buildings - Adjusted market transactions

Non-financial assets

$’000

7,475

(1,835)

-
3,540

-
-
Leasehold
improvements

2014

9,180

-
AMSA controls assets situated in remote locations where property markets experience few transactions. Reference was
made to available sales evidence together with other relevant information related to local economic, property zoning and
property market conditions. AVS has used significant professional judgement in determining the fair value measurements.

AMSA's policy for determining when transfers between levels are deemed to have occurred can be found in Note 1.
Leasehold improvements, Buildings, Property, plant and equipment - Consumed economic benefit / Obsolescence of

3. There are no Level 3 unrealised gains/(losses) presented in the statement of comprehensive income this year.
asset

Leasehold
improvements

$’000

9,180

(2,150)

(282)

1,211
267
-
-
2015

8,226

-
Assets that do not transact with enough frequency or transparency to develop objective opinions of value from observable
market evidence have been measured utilising the cost (Depreciated replacement cost or DRC) approach. Under the
DRC approach the estimated cost to replace the asset is calculated and then adjusted to take into account its consumed
economic benefit / asset obsolescence (accumulated depreciation). Consumed economic benefit / asset obsolescence
has been determined based on professional judgement regarding physical, economic and external obsolescence factors
relevant to the asset under consideration.

-
Land

-
-
-
-
2014
$’000

-
Property, plant and equipment - Adjusted market transactions
The significant unobservable inputs used in the fair value measurement of property, plant and equipment assets relates

Land

-
$’000

-
2015

55

225

-
-

-
280
to the market demand and valuers’ judgement to determine the fair value measurement of these assets. A significant
increase (decrease) in this input would result in a significant higher (lower) fair value measurement.

Note 5B: Reconciliation for Recurring Level 3 Fair Value Measurements

The weighted average is determined by assessing the fair value measurement as a proportion of the total fair value for the

Buildings Buildings

5,812
2014
$’000

(272)

-
-
-
-

-
5,540
Recurring Level 3 fair value measurements - reconciliation for assets
class against the total useful life of each asset.

Notes to and forming part of the financial statements

5,540
2015
$’000

(519)

3,383

821
-
-
-

-
9,225
Note 5: Fair Value Measurement (Cont'd)

Changes in unrealised gains/(losses) recognised in

Total gains/(losses) recognised in net cost of

Total gains/(losses) recognised in other

Transfers between classes

2
comprehensive income1

Transfers out of Level 3

Transfers into Level 3 2

net cost of services 3

Total as at 30 June

market evidence)
As at 1 July

Purchases
services1
105 106
 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 5: Fair Value Measurement (Cont'd) Note 6: Financial Assets

2015 2014
Note 5B: Reconciliation for Recurring Level 3 Fair Value Measurements (Cont'd)
$’000 $’000
Note 6A: Cash and Cash Equivalents
Recurring Level 3 fair value measurements - reconciliation for liabilities Cash on hand 11,909 14,642
Non-financial liabilities On deposits 43,000 62,000
Total cash and cash equivalents 54,909 76,642
Provision for Provision for
restoration restoration
Note 6B: Trade and Other Receivables
2015 2014
Good and services receivables in connection with
$’000 $’000
Related entities 4 32
As at 1 July 4,970 4,971 External parties 562 326
Total gains/(losses) recognised in net cost of services1 10 (643) Total receivables for goods and services 566 358
Total gains/(losses) recognised in other comprehensive income 1
(1,658) -
Department of Infrastructure and Regional Development:
Purchases - 642
Receivables 3,238 1,918
Total as at 30 June 3,322 4,970
Total receivable from Department of Infrastructure and Regional Development 3,238 1,918
Changes in unrealised gains/(losses) recognised in net cost of services 2 - -
Other receivables:
1. These gains/(losses) are presented in the statement of comprehensive income under finance costs and change in
GST receivable from the Australian Taxation Office 4,113 4,392
asset revaluation surplus.
Interest 265 341
2. There are no Level 3 unrealised gains/(losses) presented in the statement of comprehensive income this year.
Operating lease rentals -related entities - 46
AMSA's policy for determining when transfers between levels are deemed to have occurred can be found in Note 1. Other receivables -related entities - 322
Other receivables -external entities 1,129 689
Total other receivables 5,507 5,790
Total trade and other receivables (gross) 9,311 8,066

Less impairment allowance

Goods and services (17) (2)
Total impairment allowance (17) (2)
Total trade and other receivables (net) 9,294 8,064

Trade and other receivables (net) expected to be recovered

No more than 12 months 9,294 8,064
Total trade and other receivables (net) 9,294 8,064

107 108
 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 6: Financial Assets (Cont'd) Note 7: Non-Financial Assets

2015 2014 2015 2014
$’000 $’000 $’000 $’000
Trade and other receivables (gross) aged as follows Note 7A: Land and Buildings
Not overdue 8,663 7,921 Land
Overdue by: Fair value 3,770 4,360
0 to 30 days 367 78 Total land 3,770 4,360
31 to 60 days 243 55
61 to 90 days 18 5 Buildings on freehold land
More than 90 days 20 7 Work in progress 4,147 -
Total trade and other receivables (gross) 9,311 8,066 Valuation 14,023 12,447
Accumulated depreciation - (951)
Impairment allowance aged as follows Total buildings on freehold land 18,170 11,496
Overdue by:
More than 90 days 17 2 Total land and buildings 21,940 15,856
Total impairment allowance 17 2
No indicators of impairment were found for land and buildings.
Credit terms for goods and services were within 30 days (2014: 30 days). No land or buildings are expected to be sold or disposed of within the next 12 months.

Reconciliation of the Impairment Allowance Note 7B: Property, Plant and Equipment
Goods and services Leasehold improvements
2015 2014 Valuation 8,226 12,115
$'000 $'000 Accumulated depreciation - (2,935)
Total leasehold improvements 8,226 9,180
Opening balance 2 5
Amounts written off 17 (3)
Other property, plant and equipment
Amounts recovered and reversed (2) (2)
Work in progress 7,066 4,822
Increase/ (decrease) recognised in net cost of services - 2
Valuation 111,065 129,875
Closing balance 17 2
Accumulated depreciation - (19,950)
Accumulated impairment losses - (176)
Total other property, plant and equipment 118,131 114,571
2015 2014
Total property, plant and equipment 126,357 123,751
$’000 $’000
Note 6C: Other Investments
There was no reversal of impairment losses to property, plant and equipment this year (2014: $3,901).
Deposits1 15,000 - No property, plant and equipment are expected to be sold or disposed of within the next 12 months.
Total other investments 15,000 -

Revaluations of non-financial assets

An independent valuer (Australian Valuation Solutions) has revalued the net book values of the asset
Total other investments are expected to be recovered in:
classes owned by AMSA as at 30 June 2015 for financial reporting purposes.
No more than 12 months 15,000 -
Revaluation decrement of $395,522 for land (2014: $0), increment of $2,435,545 for buildings on freehold
Total other investments 15,000 -
land (2014: $0) and an increment of $9,330,890 for property, plant and equipment (2014: $0) were booked
to the asset revaluation reserve by asset class and included in the equity section of the Balance Sheet.
1. Term deposits in banks greater than three months.
All revaluations were conducted in accordance with the revaluation policy stated at Note 1.

109 110
111
Notes to and forming part of the financial statements

Note 7: Non-Financial Assets (Cont'd)

Note 7C: Reconciliation of the Opening and Closing Balances of Property, Plant and Equipment 2015

Total land Other property,

Land Buildings and buildings plant & equipment Total
$’000 $’000 $’000 $’000 $’000
As at 1 July 2014
Gross book value 4,360 12,447 16,807 146,812 163,619
Accumulated depreciation/amortisation and impairment - (951) (951) (23,061) (24,012)
Net book value 1 July 2014 4,360 11,496 15,856 123,751 139,607
Additions
By purchase 225 4,984 5,209 6,266 11,475
Revaluations recognised in other comprehensive income (395) 2,435 2,040 9,331 11,371
Depreciation/amortisation expense - (492) (492) (11,498) (11,990)
Disposals
Other (420) (253) (673) (1,493) (2,166)
Net book value 30 June 2015 3,770 18,170 21,940 126,357 148,297

Net book value as of 30 June 2015 represented by:

Gross book value 3,770 18,170 21,940 126,357 148,297
Net book value 30 June 2015 3,770 18,170 21,940 126,357 148,297

Notes to and forming part of the financial statements

Note 7: Non-Financial Assets (Cont'd)

Note 7C: Reconciliation of the Opening and Closing Balances of Property, Plant and Equipment 2014

Total land Other property,

Land Buildings and buildings plant & equipment Total
$’000 $’000 $’000 $’000 $’000
As at 1 July 2013
Gross book value 4,360 12,470 16,830 141,187 158,017
Accumulated depreciation/amortisation and impairment - (476) (476) (13,638) (14,114)
Net book value 1 July 2013 4,360 11,994 16,354 127,549 143,903
Additions
By purchase - - - 8,634 8,634
Reversal of impairment losses - - - 4 4
Depreciation/amortisation expense - (478) (478) (11,186) (11,664)
Disposals
Other - (20) (20) (1,250) (1,270)
Net book value 30 June 2014 4,360 11,496 15,856 123,751 139,607

Net book value as of 30 June 2014 represented by:

Gross book value 4,360 12,447 16,807 146,812 163,619
Accumulated depreciation/amortisation - (951) (951) (22,885) (23,836)
Accumulated impairment losses - - - (176) (176)
Net book value 30 June 2014 4,360 11,496 15,856 123,751 139,607
112
APPENDIX 1 - FINANCIAL STATEMENTS
 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 7: Non-Financial Assets (Cont'd) Note 7: Non-Financial Assets (Cont'd)

2015 2014 2015 2014
Note 7D: Intangibles $’000 $’000 $’000 $’000
Computer software Note 7F: Inventories
Internally developed – in progress 3,883 1,664 Inventories held for distribution 5,169 4,941
Internally developed – in use 8,537 7,327 Total inventories 5,169 4,941
Purchased 3,116 2,189
Total computer software (gross) 15,536 11,180 $594,881 of inventory held for distribution was recognised as an expense in 2015 (2014: $544,824).
Accumulated amortisation (5,127) (3,742) No items of inventory were recognised at fair value less cost to sell.
Total intangibles 10,409 7,438

No indicators of impairment were found for intangible assets. Note 7G: Other Non-Financial Assets
No intangibles are expected to be disposed of in the next 12 months. Prepayments 6,668 4,440
Total other non-financial assets 6,668 4,440
Note 7E: Reconciliation of the Opening and Closing Balances of Intangibles 2015
Total other non-financial assets - are expected to be recovered in:
Computer
Total No more than 12 months 2,266 2,048
software
$’000 $’000 More than 12 months 4,402 2,392
As at 1 July 2014 Total other non-financial assets 6,668 4,440
Gross book value 11,180 11,180
Accumulated depreciation/amortisation and impairment (3,742) (3,742)
Net book value 1 July 2014 7,438 7,438
Additions
By purchase or internally developed 4,348 4,348
Amortisation (1,377) (1,377)
Net book value 30 June 2015 10,409 10,409

Net book value as of 30 June 2015 represented by:

Gross book value 15,536 15,536
Accumulated depreciation/amortisation and impairment (5,127) (5,127)
Net book value 30 June 2015 10,409 10,409

Note 7E: Reconciliation of the Opening and Closing Balances of Intangibles 2014

Computer
Total
software
$’000 $’000
As at 1 July 2013
Gross book value 9,328 9,328
Accumulated depreciation/amortisation and impairment (4,147) (4,147)
Net book value 1 July 2013 5,181 5,181
Additions
By purchase or internally developed 3,158 3,158
Amortisation (901) (901)
Net book value 30 June 2014 7,438 7,438

Net book value as of 30 June 2014 represented by:

Gross book value 11,180 11,180
Accumulated depreciation/amortisation and impairment (3,742) (3,742)
Net book value 30 June 2014 7,438 7,438
113 114
 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 8: Payables Note 9: Interest Bearing Liabilities

2015 2014 2015 2014
$’000 $’000 $’000 $’000
Note 8A: Suppliers
Trade creditors and accruals 24,795 27,602 Finance leases 81 -
Operating lease rentals 9,974 10,227 Total finance leases 81 -
Total supplier payables 34,769 37,829

Supplier payables expected to be settled in no more than 12 months Lease expected to be settled
Related entities 209 689 Within one year
External parties 25,011 27,173 Minimum lease payments 82 -
Total 25,220 27,862 Deduct: future finance charges (1) -
Total finance leases 81 -
Supplier payables expected to be settled in more than 12 months
External parties 9,549 9,967 A finance lease exists in relation to aids to navigation assets from Australian Maritime Services Ltd. The lease is non-
Total 9,549 9,967 cancellable and is for a fixed term of 10 years (ending June 2024). The interest rate implicit in the lease is 5.59%.
Total supplier payables 34,769 37,829 There are no contingent rentals.

Settlement was usually made within 30 days.

Note 8B: Other Payables

Salaries and wages 2,180 2,187
Superannuation 311 272
Separation and redundancies 353 388
Prepayments received/unearned income 26 10
Other 1 -
Total other payables 2,871 2,857

Other payables are expected to be settled

No more than 12 months 2,871 2,857
Total other payables 2,871 2,857

115 116
 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 10: Provisions Note 11: Cash Flow Reconciliation

2015 2014 2015 2014
$’000 $’000 $’000 $’000
Note 10A: Employee Provisions Reconciliation of cash and cash equivalents as per Statement of financial position
Leave 17,212 16,911 to Cash flow statement
Total employee provisions 17,212 16,911 Cash and cash equivalents as per
Cash flow statement 54,909 76,642
Employee provisions expected to be settled Statement of financial position 54,909 76,642
No more than 12 months 5,085 4,704 Difference - -
More than 12 months 12,127 12,207
Total employee provisions 17,212 16,911 Reconciliation of net cost of services to net cash from operating activities
Net cost of services (182,092) (183,546)
Revenue from Government 182,449 186,087
Note 10B: Other Provisions
Provision for restoration 3,322 4,970 Adjustment for non-cash items
Provision for asbestos removal 2,063 2,203 Depreciation and amortisation 13,367 12,565
Provision for onerous lease 32 150 Reversal of impairment losses for property, plant and equipment - (4)
Provision for business unit restructuring - 202 Loss on disposal of assets 1,780 1,270
Total other provisions 5,417 7,525 Finance costs 67 58

Other provisions expected to be settled Movements in assets / liabilities

No more than 12 months 82 338 (Increase) in net receivables (1,230) (30)
More than 12 months 5,335 7,187 (Increase) in inventories (228) (535)
Total other provisions 5,417 7,525 (Increase) in other non financial assets (2,228) (1,024)
Increase in employee provisions 301 821
Increase / (decrease) in supplier payables* (4,887) 10,488
Other provisions Increase in other payables 14 310

Asbestos Onerous Business unit Net cash from operating activities 7,313 26,460
Restoration Total
removal lease restructuring

$’000 $’000 $’000 $’000 $’000 * This change is net of any non-financial asset accruals.
Carrying amount 1 July 2014 4,970 2,203 150 202 7,525

Additional provisions made - 12 - - 12

Amounts used (17) (7) (120) (202) (346)

Amounts reversed (1,658) (167) - - (1,825)

Unwinding of discount or change in
27 22 2 - 51
discount rate

Closing balance 30 June 2015 3,322 2,063 32 - 5,417

Provision for restoration

AMSA has an obligation contained in leases or legislation for the making good to five property leases and 159 aids to
navigation sites. AMSA has therefore made a provision to reflect the present value of this obligation.

117 118
 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 12: Contingent Liabilities and Assets Note 13: Senior Management Personnel Remuneration
2015 2014
Claims for damages or $ $
Total
costs Short-term employee benefits
Contingent assets
2015 2014 2015 2014 Salary 2,774,538 3,136,755
$’000 $’000 $’000 $’000 Performance bonuses 323,581 296,122
Balance from previous period 13,875 14,052 13,875 14,052 Car parking - inclusive of FBT 44,818 44,833
New contingent assets recognised 551 167 551 167 Other expenses - inclusive of FBT where applicable 74,120 166,127
Re-measurement (4,515) 169 (4,515) 169 Total short-term employee benefits 3,217,057 3,643,837
Assets realised (1,039) - (1,039) -
Rights expired - (513) - (513)
Total contingent assets 8,872 13,875 8,872 13,875 Post-employment benefits
Superannuation 457,059 459,517
Total post-employment benefits 457,059 459,517
Claims for damages or
Total
costs Other long-term employee benefits
Contingent liabilities
2015 2014 2015 2014 Annual leave accrued 214,720 118,674
$’000 $’000 $’000 $’000 Long-service leave (113,534) (201,065)
Balance from previous period 5,018 5,000 5,018 5,000 Total other long-term employee benefits 101,186 (82,391)

New contingent liabilities recognised - -

18 18 Total senior executive remuneration expenses 3,775,302 4,020,963
Re-measurement (4,500) - (4,500) -
Total contingent liabilities 518 5,018 518 5,018
Notes:
1. The total number of senior management personnel that are included in the above table is 19 (2014:15). The
Net contingent assets 8,354 8,857 8,354 8,857 figures vary between financial years due to individuals commencing with or leaving AMSA during the financial year.
2. The figures above do not include two directors as they do not receive payments from AMSA.
3. Note 13 was prepared on an accrual basis.
Quantifiable Contingencies 4. Directors are also included in this note and in the comparatives.
The quantifiable contingencies include pollution incidents of $518,000 (2014: $5,018,000). The recovery of the amounts
disclosed as contingent liabilities is included in the amounts disclosed as a contingent asset.
The contingent assets include insurance claims for cyclone damage to a number of aids to navigation of $490,000 (2014:
$117,000) and pollution incidents of $8,382,000 (2014: $13,758,000). Note 14: Related Party Disclosures

Unquantifiable Contingencies No loans, grants or other transactions have been made to any related parties.
In the normal course of operation, AMSA is responsible for the provision of funds necessary to meet the clean up costs
arising from ship sourced marine pollution, and in all circumstances is responsible for making appropriate efforts to
recover costs of any such incidents.
In accordance with the accounting policy in Note 1.17, where quantifying a reasonable estimate of the cost to remediate
ship sourced marine pollution has not been possible, no amount has been included. Note 15: Remuneration of Auditors
2015 2014
Significant Remote Contingencies
$’000 $’000
AMSA had no significant remote contingencies.

Financial statement audit services were provided to AMSA by the Australian National
95 90
Audit Office (ANAO)
Total 95 90

No other services were provided by the ANAO.

119 120
 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 16: Financial Instruments Note 16: Financial Instruments (Cont'd)

2015 2014
Note 16D: Fair Value of Financial Instruments
Notes $'000 $'000
Carrying Fair Carrying Fair
Note 16A: Categories of Financial Instruments
amount value amount value
Financial assets 2015 2015 2014 2014
Receivables $'000 $'000 $'000 $'000
Cash and cash equivalents 6A 54,909 76,642 Financial assets
Receivables for goods and services 6B 549 356 Cash and cash equivalents 54,909 54,909 76,642 76,642
Other receivables 6B 1,394 1,352 Receivables for goods and services 549 549 356 356
Other investments 6C 15,000 -
Other receivables 1,394 1,394 1,352 1,352
Total receivables 71,852 78,350 Other investments 15,000 15,000 - -
Total financial assets 71,852 78,350 Total 71,852 71,852 78,350 78,350

Financial liabilities Financial liabilities

Financial liabilities measured at amortised cost Finance leases 81 81 - -
Finance leases 9 81 - Trade creditors 24,795 24,795 27,602 27,602
Trade creditors 8A 24,795 27,602
Total 24,876 24,876 27,602 27,602
Total financial liabilities measured at amortised cost 24,876 27,602
Total financial liabilities 24,876 27,602

Note 16B: Net Gains or Losses on Financial Assets

Receivables
Exchange gains 4G 2 -
Interest revenue 4C 2,092 2,502
Net gain on receivables 2,094 2,502

Net gain on financial assets 2,094 2,502

The net income from financial assets not at fair value through profit and loss was $2,094,221 (2014: $2,501,593).

Note 16C: Net Gains or Losses on Financial Liabilities

Financial liabilities measured at amortised cost
Interest expense 3D 16 10
Net loss on financial liabilities measured at amortised cost 16 10

Net loss on financial liabilities 16 10

The total interest expense from financial liabilities not at fair value through profit and loss was $16,083 (2014: $9,816).

121 122
 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 16: Financial Instruments (Cont'd) Note 16: Financial Instruments (Cont'd)

Note 16E: Credit Risk Note 16F: Liquidity Risk

AMSA is exposed to minimal credit risk as the majority of receivables are for appropriations or amounts owed by the AMSA's financial liabilities are trade creditors and finance leases. The exposure to liquidity risk is based on the notion that
Australian Tax Office in the form of a Goods and Services Tax refund. AMSA will encounter difficulty in meeting its obligations associated with financial liabilities. This is highly unlikely due to
appropriation funding and mechanisms available to the entity and internal policies and procedures put in place to ensure
The maximum exposure to credit risk is the risk that arises from potential default of a debtor. This amount is equal to the
that there are appropriate resources to meet its financial obligations.
total amount of trade, other receivables and interest 2015: $1,960,000 (2014: $1,710,000). AMSA has assessed the risk
of the default on payment and has allocated $16,727 in 2015 (2014: $2,368) to an impairment allowance account. Maturities for non-derivative financial liabilities 2015
In addition, AMSA had policies and procedures that guided employees on debt recovery techniques that were to be On Within 1 1 to 5 >5
applied. AMSA held no collateral to mitigate against credit risk.
demand year years years Total
The following table illustrates AMSA's gross exposure to credit risk, excluding any collateral or credit enhancements $'000 $'000 $'000 $'000 $'000
Finance lease liabilities - 81 - - 81
2015 2014
Trade creditors - 24,795 - - 24,795
$'000 $'000
Total - 24,876 - - 24,876
Financial assets
Cash and cash equivalents 54,909 76,642
Maturities for non-derivative financial liabilities 2014
Receivables for goods and services 549 356
On Within 1 1 to 5 >5
Other receivables 1,394 1,352
demand year years years Total
Other investments 15,000 -
$'000 $'000 $'000 $'000 $'000
Total 71,852 78,350
Trade creditors - 27,602 - - 27,602
Total - 27,602 - - 27,602
Financial liabilities
Finance leases 81 -
AMSA has no derivative financial liabilities in either the current and prior years.
Trade creditors 24,795 27,602
Total 24,876 27,602

Note 16G: Market Risk

Credit quality of financial instruments not past due or individually determined as impaired
Foreign currency risk
Not past due Not past due Past due or Past due or
Foreign currency risk refers to the risk that the fair value or future cash flows of a financial instrument will fluctuate due
nor impaired nor impaired impaired impaired
to changes in foreign exchange rates. AMSA is exposed to foreign exchange currency risk primarily through undertaking
2015 2014 2015 2014 certain transactions denominated in foreign currency.
$'000 $'000 $'000 $'000 AMSA is exposed to foreign currency denominated in Papua New Guinea (PNG) $3,112 Kina (2014: $3,112 Kina),
Western Samoa Tala $6,000 WST (2014: $6,000 WST) and United States Dollar $5,700 USD (2014: $5,700 USD).
Financial assets
The effect on profit and equity as at the reporting date from a 10.9% (2014: 11.5%) favourable/unfavourable change in
Cash and cash equivalents 54,909 76,642 - -
Australian dollars against foreign currency holdings with all other variables held constant is $1,252.12 (2014: $1,079.88).
Receivables for goods and services (99) 211 648 145
The method used to arrive at the possible currency risk of 10.9% was based on both statistical and non-statistical
Other receivables 1,394 1,352 - -
analysis. The statistical analysis has been based on main currencies’ movement for the last five years. This information is
Other investments 15,000 - - - then revised and adjusted for reasonableness under the current economic circumstances.
Total 71,204 78,205 648 145
Interest rate risk
To ensure sufficient liquidity to meet AMSA’s working capital requirements, AMSA’s short term investments are set with
Ageing of financial assets that were past due but not impaired for 2015 certain parameters, namely Standard & Poors rating of A-1+ and/or Moody’s P-1 for authorised deposit-taking institutions
0 to 30 31 to 60 61 to 90 90+ (ADIs).
days days days days Total
$'000 $'000 $'000 $'000 $'000
Receivables for goods and services 367 243 18 3 631
Total 367 243 18 3 631

Ageing of financial assets that were past due but not impaired for 2014
0 to 30 31 to 60 61 to 90 90+
days days days days Total
$'000 $'000 $'000 $'000 $'000
Receivables for goods and services 78 55 5 5 143
Total 78 55 5 5 143

123 124
 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 17: Financial Assets Reconciliation Note 19: Cost Recovery Summary
2015 2014 2015 2014
Notes $'000 $'000 Note 19: Cost Recovery $'000 $'000
Note 17: Financial Assets
Amounts applied
Payments from Department of Infrastructure and Regional Development 110,611 116,561
Total financial assets as per Statement of financial position 79,203 84,706
Own source revenue 3,637 3,894
Less: Non-financial instrument components Total amounts applied 114,248 120,455
Receivable from Department of Infrastructure and Regional Development 6B 3,238 1,918
Operating lease rentals - related entities 6B - 46 Expenses
GST receivable from the Australian Taxation Office 6B 4,113 4,392
Cost recovered activities* 120,383 111,792
Total non-financial instrument components 7,351 6,356
Total expenses 120,383 111,792
Total financial assets as per financial instruments note 16A 71,852 78,350

Revenue
Payments from Department of Infrastructure and Regional Development 111,931 116,922
Note 18: Reporting of Outcomes Own source revenue 3,658 4,128
Total revenue 115,589 121,050
Note 18: Net Cost of Outcome Delivery
Receivables
AMSA has only one outcome as disclosed in Note 1.1. Not overdue 3,336 2,151
Overdue by:
0 to 30 days 42 -
Outcome 1 Total
31 to 60 days 30 -
2015 2014 2015 2014
$’000 $’000 $’000 $’000 61 to 90 days 18 -
Expenses 201,999 205,879 201,999 205,879 More than 90 days 19 -
Own-source income 19,907 22,333 19,907 22,333 Total receivables 3,445 2,151

* Cost recovered activities:

Net cost of outcome delivery 182,092 183,546 182,092 183,546
1. Environmental protection – preventing and combating ship-sourced pollution in the marine environment.
2. Navigation infrastructure - provision of aids to navigation.
Net costs shown include intra-government costs that are eliminated in calculating the actual budget outcome.
3. Ship and seafarer safety – safety regulation through the ship and cargo inspection program, developing and
maintaining legislative instruments and operational standards, including international liaison.
4. Marine services, ship registration and issuing a range of seagoing qualifications.

Documentation (Cost Recovery Implementation Statement) for the above activities is available on the environment
section of the AMSA website.

Note 20: Budgetary Reports and Explanations of Major Variances

The following tables provide a comparison of the original budget as presented in the 2014-15 Portfolio Budget
Statements (PBS) to the 2014-15 final outcome as presented in accordance with Australian Accounting Standards for
AMSA. The Budget is not audited.

125 126
 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements Notes to and forming part of the financial statements

Note 20: Budgetary Reports and Explanations of Major Variances (Cont’d) Note 20: Budgetary Reports and Explanations of Major Variances (Cont’d)
Note 20A: Departmental Budgetary Reports AUSTRALIAN MARITIME SAFETY AUTHORITY
AUSTRALIAN MARITIME SAFETY AUTHORITY Statement of Financial Position
Statement of Comprehensive Income as at 30 June 2015
for the period ended 30 June 2015
Actual Budget estimate
Actual Budget estimate Original1 Variance2
Original1 Variance2 2015 2015 2015
2015 2015 2015 $’000 $’000 $’000
NET COST OF SERVICES $’000 $’000 $’000 ASSETS
EXPENSES Financial Assets
Employee benefits 59,625 59,102 523 Cash and cash equivalents 54,909 43,896 11,013
Suppliers 126,776 122,687 4,089 Trade and other receivables 9,294 8,400 894
Depreciation and amortisation 13,367 12,539 828 Other investment 15,000 - 15,000
Finance costs 67 - 67 Total financial assets 79,203 52,296 26,907
Write-down and impairment of assets 384 - 384
Losses from asset sales 1,780 - 1,780 Non-Financial Assets
Total expenses 201,999 194,328 7,671 Land and buildings 21,940 21,579 361
Property, plant and equipment 126,357 127,089 (732)
LESS: Intangibles 10,409 10,898 (489)
OWN-SOURCE INCOME Inventories 5,169 5,479 (310)
Own-Source Revenue Other non-financial assets 6,668 7,870 (1,202)
Sale of goods and rendering of services 16,342 16,546 (204) Total non-financial assets 170,543 172,915 (2,372)
Fees and fines 76 - 76
Interest 2,092 1,800 292 Total Assets 249,746 225,211 24,535
Rental income 833 710 123
Other revenue 560 - 560 LIABILITIES
Total own-source revenue 19,903 19,056 847 Payables
Suppliers 34,769 26,900 7,869
Gains Other payables 2,871 2,350 521
Reversals of previous asset write-downs and impairments 2 - 2 Total payables 37,640 29,250 8,390
Foreign exchange 2 - 2
Total gains 4 - 4 Interest Bearing Liabilities
Finance leases 81 - 81
Total own-source income 19,907 19,056 851 Total interest bearing liabilities 81 - 81

Net cost of services 182,092 175,272 6,820 Provisions

Employee provisions 17,212 18,320 (1,108)
Revenue from Government 182,449 175,272 7,177 Other provisions 5,417 5,543 (126)
Surplus attributable to the Australian Government 357 - 357 Total provisions 22,629 23,863 (1,234)

OTHER COMPREHENSIVE INCOME Total Liabilities 60,350 53,113 7,237

Net Assets 189,396 172,098 17,298
Items not subject to subsequent reclassification to net cost of services

EQUITY
Changes in asset revaluation reserves 13,029 - 13,029 Contributed equity 37,986 37,986 -
Total other comprehensive income 13,029 - 13,029 Reserves 116,014 102,601 13,413
Retained surplus 35,396 31,511 3,885
Total comprehensive income attributable to the Australian Total equity 189,396 172,098 17,298
13,386 - 13,386
Government
1. AMSA's original budgeted financial statement that was first presented to parliament in respect of the reporting period
1. AMSA's original budgeted financial statement that was first presented to parliament in respect of the reporting period 2014-15 2014-15 Portfolio Budget Statements (PBS).
Portfolio Budget Statements (PBS). 2. Explanations of major variances are provided further below between the actual and original budgeted amounts for
2. Explanations of major variances are provided further below between the actual and original budgeted amounts for 2015. 2015.
127 128
129
Notes to and forming part of the financial statements

Note 20: Budgetary Reports and Explanations of Major Variances (Cont’d)

AUSTRALIAN MARITIME SAFETY AUTHORITY

Statement of Changes in Equity
for the period ended 30 June 2015

Retained earnings
Asset revaluation Contributed equity/
2015 General reserve Pollution reserve Total equity
reserves capital
$’000
Actual Budget estimate Actual Budget estimate Actual Budget estimate Actual Budget estimate Actual Budget estimate Actual Budget estimate
Original1 Variance2 Original1 Variance2 Original1 Variance2 Original1 Variance2 Original1 Variance2 Original1 Variance2
2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015 2015
$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000
Opening balance
Balance carried forward
35,261 31,511 3,750 91,101 91,101 - 1,500 1,500 - 10,162 10,000 162 37,986 37,986 - 176,010 172,098 3,912
from previous period
Adjusted opening balance 35,261 31,511 3,750 91,101 91,101 - 1,500 1,500 - 10,162 10,000 162 37,986 37,986 - 176,010 172,098 3,912

Comprehensive income
Non financial asset
- - - 11,371 - 11,371 - - - - - - - - - 11,371 - 11,371
revaluation increment
Provision for restoration
- - - 1,658 - 1,658 - - - - - - - - - 1,658 - 1,658
assessment
Surplus for the period 357 - 357 - - - - - - - - - - - - 357 - 357
Total comprehensive
357 - 357 13,029 - 13,029 - - - - - - - - - 13,386 - 13,386
income

Transfers between equity

components
Increase to pollution
(222) - (222) - - - - - - 222 - 222 - - - - - -
reserve
Closing balance as at 30
35,396 31,511 3,885 104,130 91,101 13,029 1,500 1,500 - 10,384 10,000 384 37,986 37,986 - 189,396 172,098 17,298
June 2015

1. AMSA's original budgeted financial statement that was first presented to parliament in respect of the reporting period 2014-15 Portfolio Budget Statements (PBS).
2. Explanations of major variances are provided further below between the actual and original budgeted amounts for 2015.
Other

2015.
Interest

Suppliers

Cash used
Cash used
Cash used
Employees

Investments
Cash received

Total cash used

Total cash used
Total cash used
Net GST received

Total cash received

Cash Flow Statement

Finance lease interest

INVESTING ACTIVITIES

FINANCING ACTIVITIES
OPERATING ACTIVITIES

Repayment of borrowings
Receipts from Government
for the period ended 30 June 2015

Net cash from financing activities

Net cash from operating activities

Net increase (decrease) in cash held

Net cash used by investing activities
Sale of goods and rendering of services

Purchase of property, plant and equipment

2014-15 Portfolio Budget Statements (PBS).

AUSTRALIAN MARITIME SAFETY AUTHORITY

Cash and cash equivalents at the end of the reporting period

Cash and cash equivalents at the beginning of the reporting period
Notes to and forming part of the financial statements

54,909
76,642
(21,733)
(395)
395
16
379
(28,651)
28,651
15,000
13,651
7,313
206,276
146,546
59,730
213,589
1,259
13,116
2,256
15,829
181,129
$’000
2015
Actual
Note 20: Budgetary Reports and Explanations of Major Variances (Cont’d)

43,896
54,867
(10,971)
-
-
-
-
(21,129)
21,129
-
21,129
10,158
196,299
139,093
57,206
206,457
1,684
10,387
2,014
17,256
175,116
$’000
2015
Original1

2. Explanations of major variances are provided further below between the actual and original budgeted amounts for
Budget estimate

1. AMSA's original budgeted financial statement that was first presented to parliament in respect of the reporting period
11,013
21,775
(10,762)
(395)
395
16
379
(7,522)
7,522
15,000
(7,478)
(2,845)
9,977
7,453
2,524
7,132
(425)
2,729
242
(1,427)
6,013
$’000
2015
Variance2

130
APPENDIX 1 - FINANCIAL STATEMENTS
 APPENDIX 1 - FINANCIAL STATEMENTS

Notes to and forming part of the financial statements

Note 20: Budgetary Reports and Explanations of Major Variances (Cont’d)

Note 20B: Departmental Major Budget Variances for 2015

Explanations of major variances Affected line items (and statement)

Suppliers Paid
Supplier expenses increased by $4.089 million, payables Supplier expenses (Statement of comprehensive
increased by $7.869 million and the cash used for suppliers income), Supplier payable (Statement of financial
increased by $7.453 million. This is a result of undertaking position) and Operating cash used - suppliers (Cash
additional externally funded maritime related training activities flow statement).
of $3.683 million for other agencies and an increase in cost for
search and rescue by $1.141 million.
Also contributing to the variance is the payable balance at year
end 30 June 2014 being $7.870 million higher than in the original
budget primarily due to an increase in search and rescue activity
relating to Malaysian airlines MH370 incident.

Losses asset sales and inventory impairment

Losses from write down of aids to navigation assets of $1.780 Losses asset sales and impairment write down
million arising from cyclone damage and obsolescence. (Statement of comprehensive income).
Write down of dispersant stock by $0.384 million used for
combating oil spill pollution.

Employees
Employee expenses increased by $0.523 million, cash used
increased by $2.524 million and provisions decreased by $1.108
million. The key contributing factor is payout of unused leave
balances from staff departures.
Employee expenses (Statement of comprehensive
income), Employee provision (Statement of financial
position) and Operating cash used - employees
(Cash flow statement).

Revenue from Government

The variance of $7.177 million is due primarily to an increase of Revenue from Government (Statement of
$8.689 million in cash received for the Malaysian airlines MH370 comprehensive income) and cash received (Cash
search and rescue incident from additional estimates and net flow statement).
effect of levy and other income.

Own source Income

Variance of $0.847 million is mainly attributable to an insurance Own source Income (Statement of comprehensive
recovery related to the MV Tycoon incident. income).

Cash and Investments

The cash and investments balance increase by $26.013 million Financial assets (Statement of financial position)
is mainly attributable to underspend in planned capital works and and Operating cash received and cash used
a $8.689 million receipt for MH370 not in the original budget. - property, plant and equipment (Cash flow
statement).

Equity change
The difference in the equity of $17.298 million is attributable
to closing equity balance as at 30 June 2014 being higher by
$3.912 million compared to estimated value in original budget
and an increase of $13.029 million from asset revaluation.
Changes in asset revaluation (Operating
Statement), Equity change (Statement of Changes
in Equity).

131 132
 APPENDIX 2 - NON-FINANCIAL PERFORMANCE

APPENDIX 2
NON-FINANCIAL PERFORMANCE
We measure our performance against the strategies, objectives and deliverables set out in the
Reference Key performance indicator Target Result
Portfolio Budget Statements 2014-15 (PBS) and Corporate Plan 2014-2018 (CP). These can also be
found in the AMSA Strategic Vision 2013-2033 and our Plan on a Page (page v). These documents are MARINE ENVIRONMENT
available on our website (amsa.gov.au).
PBS 2014-15 Availability of pollution 100% 100%
This appendix details our performance targets, and results against those targets, separated by
Page 134 response resources and
strategic challenge.
equipment to a pollution
Prog. 1.1 incident
Achieved Partially achieved Not achieved
Sub. Prog. 1.1.1
SC1: ADDRESSING GROWTH AND COMPLEXITY PBS 2014-15 Availability of emergency 100% availability 99% 3
IN OUR OPERATING ENVIRONMENT Page 134 response capability of emergency
towage vessels
Prog. 1.1 and fixed wing
Reference Key performance indicator Target Result
Sub. Prog. 1.1.1 dispersal aircraft
SHIP SAFETY
PBS 2014-15 There is a reduction over Significant Significant pollution
PBS 2014-15 Improved standard of foreign Declining average Priority 1: 3.5 Page 136 time in the ratio of reports to pollution incidents: incidents: Nil
Page 133 ships operating in Australian number of AMSA under the Protection < 0.7
Priority 2: 3.1 1 Prog. 1.1 of the Sea (Prevention of
waters deficiencies per
Prog. 1.1 inspection, within Pollution from Ships) Act
Priority 3: 2.7 Sub. Prog. 1.1.1
Sub. Prog. 1.1.1 each priority group. 1983 of serious pollution
Priority 4: 2.4 2
incidents
PBS 2014-15 There is a reduction over Ship operation Ship operation PBS 2014-15 All regulatory measures 100% 100%
Page 136 time in the ratio of reports to incidents: 0.2% incidents: 0.04% Page 133 introduced internationally or
AMSA under the Navigation domestically are given effect
Prog. 1.1 Act 2012 of significant Ship inspection Ship inspection Prog. 1.1 within specified timeframes
ship operational incidents deficiency rates: deficiency rates:
Sub. Prog. 1.1.1 <3.25 average per Sub. Prog. 1.1.1
compared to the total 2.7 deficiencies per
number of ship port visits to inspection
inspection
Australia, and the average 3 The Emergency Towage Vessel (ETV) Coral Knight was detained in Cairns on 11 December 2014
number of deficiencies per due to non-conformances of the International Safety Management Code. Appropriate measures
ship inspection were put in place and training completed to rectify the deficiencies and the vessel was released
on 15 December. Discussions were held with the primary contractor and a plan put in place to
PBS 2014-15 Inspection rate of risk Priority one ships: Priority 1: 93% ensure both the management and crew of the operators of the ETV are all aware of their legislative
Page 133 assessed eligible foreign- 80% obligations in regards to operating and crewing an Australian-flagged vessel.
flagged ships Priority 2: 84%
Prog. 1.1 Priority two ships:
60% Priority 3: 71%
Sub. Prog. 1.1.1
Priority three ships: Priority 4: 58%
40%
Priority four ships:
20%

PBS 2014-15 Number of port and flag Port State Port State
Page 133 State ship inspections inspections: 3000 inspections: 4106
Prog. 1.1 Flag State Flag State
inspections: 60 inspections: 84
Sub. Prog. 1.1.1

1 The deficiency rate per inspection of Priority 2 ships was slightly higher in 2014-15 (3.1) than in
2013-14 (2.9). This was due to a higher rate of Maritime Labour Convention, 2006 (MLC, 2006)
deficiencies, in part because 2014-15 was the first full year of application of this Convention.
2 There was a higher deficiency rate for Priority 4 ships (2.4) compared to 2013-14 (2.0). This
resulted from a slightly higher deficiency rate in the structural/equipment, operational and human
factor deficiency categories due to an increased inspection focus on these areas. The International
Safety Management deficiency rate was unchanged and the MLC, 2006 deficiency rate was
slightly lower.
133 134
 APPENDIX 2 - NON-FINANCIAL PERFORMANCE

Reference Key performance indicator Target Result Reference Key performance indicator Target Result

SEARCH AND RESCUE NAVIGATION SAFETY AND INTERNATIONAL RELATIONS

PBS 2014-15 Provision of Rescue Incidents: 8500 Incidents: 7664 CP 2014-18 All regulatory measures 100% 93% 8
Page 135 Coordination Centre (RCC) introduced internationally
with capacity to handle Searches: 740 Searches: 447 4
Perf. Meas. 6 are given effect in Marine
Prog. 1.1 incidents and searches Orders within specified
Page 12
Sub. Prog. 1.1.2 timeframes

PBS 2014-15 Availability of distress and 100% of the time 99.44% of the time 5 PBS 2014-15 Availability of the Marine Visual aids: Visual aids:
Page 135 safety communications Page 134 Aids to Navigation
network (compliance with Category 1 Lights: Category 1 Lights:
services Prog. 1.1 99.8% 99.9%
Prog. 1.1 International Association of
Sub. Prog. 1.1.2 Marine Aids to Navigation Category 2 Lights: Category 2 Lights:
Sub. Prog. 1.1.2
and Lighthouse Authorities 99% 99.8%
PBS 2014-15 Number of search and 5 dedicated airborne 4 dedicated airborne guidelines)
Category 3 Lights: Category 3 Lights:
Page 135 rescue units units and an units and an additional 95% 99.9%
additional 50 trained 52 trained units
Prog. 1.1 units available on an available on an Unlit Beacons: 97% Unlit Beacons: 100%
Sub. Prog. 1.1.2 opportunity basis opportunity basis 6
Topmarks and         Topmarks and         
daymarks: 97% daymarks: 99.9%

PBS 2014-15 Median time for the Rescue 30 minutes 27 minutes

Page 135 Coordination Centre to Electronic aids: Electronic aids:
initiate a response
Prog. 1.1 AIS: 99.6% AIS: 99.3% 9
Sub. Prog. 1.1.2 DGPS: 99.8% DGPS: 99.8%
PBS 2014-15 Maximise percentage of 100% 98.1% 7 Met-ocean sensors: Met-ocean sensors:
Page 136 saved lives as a proportion 99.8% 99.8%
of lives at risk. (A person is (262 lives saved)
Prog. 1.1 defined as being at risk if REEFVTS Radars: REEFVTS Radars:
the person has a chance of 99.6% 98.6%10
Sub. Prog. 1.1.2
surviving the initial maritime Racons: 99.6% Racons: 99.9%
or aviation incident)

8 Twelve Marine Orders were given effect within specified timeframes during the year. Two Marine
4 AMSA Search and Rescue conducted 447 searches this year compared to 504 in 2013-14. This
Orders were given effect within specified timeframes during the period. Work on outstanding
is a 13 per cent decrease, which can be attributed to the reduced number of suspected asylum
Marine Orders is progressing, although planned dates slipped due to legal and policy complexities,
seeker vessels, as well as a successful beacon registration campaign which resulted in more
and resource unavailability.
incidents being resolved before search operations were initiated.
9 The target for Automatic Identification System (AIS) availability was not met due to an extended
5 The availability target was not achieved due to minor hardware faults and a lightning strike
outage of the Swain Reefs satellite communications link.
disabling one of the two ground tracking stations (LUTs) for a short period of time. However,
system redundancy ensured our search and rescue services were not negatively impacted. 10 The target for Great Barrier Reef and Torres Strait Vessel Traffic Service (REEFVTS) radar
availability was not met due to extended outages at Pelorus Island radar (due to cyclone-related
6 The contract for the dedicated aircraft in Darwin ended on 31 January 2015, with the remaining
damage to the solar power supply).
AeroRescue bases closing from August 2016 to February 2017. From December 2016, the new
service will provide full national coverage with 3 bases. Opportunity providers will be used while we
transition to the new service provider.
7 Our objective is to save all lives at risk during distress incidents. In practice, the circumstances of
individual incidents determine the success of search and rescue responses and achievement of a
perfect 100 per cent is not expected. In 2014-15 the principal factors militating against a
100 per cent result related to severe injuries in the occurrence of incidents and medical conditions
of the people at risk.

135 136
 APPENDIX 2 - NON-FINANCIAL PERFORMANCE

SC2: KEEPING PACE WITH CHANGE

Reference Key performance indicator
DOMESTIC VESSELS 11
PBS 2014-15 Further develop service
Page 134 delivery partnerships
with jurisdictions and
Prog. 1.1 arrangements for the
Sub. Prog. 1.1.2 national maritime safety
regulatory system
CP 2014-18 Implement the National
System for Domestic
Perf. Meas. 1 Commercial Vessel Safety
Page 15
Target Result
Completed While the remaining
by June 2016 streamlining reforms are
being progressed for
finalisation in quarter one
of 2015-16, we are also
undertaking a strategic review
of streamlining reforms to
ensure they complement a
coherent National System.
Fully Discrete functions and
implemented services of the National
by July 2016 System will be implemented
in stages.
A significant training program,
which has centred on the
use of the National Data
Management System, has
been undertaken across
Australia with National
System delegates. The
training is in line with our
commitment to improving
the control environment
surrounding the National Law
and will help us work more
closely with our delegates.  required.
Reference Key performance indicator Target Result
DOMESTIC VESSELS
PBS 2014-15 Further develop service Completed by The National System
Page 134 delivery partnerships June 2016 Transition Program has
with jurisdictions and been focussed on the
Prog. 1.1 arrangements for the preparation of a transition
Sub. Prog. 1.1.2 national maritime safety package which will be
regulatory system tabled at a Maritime
Senior Officials Group
meeting in July 2015. The
transition package will
include discussion about
a blueprint, costs and
cost recovery, transitional
funding and engagement
with industry.
CP 2014-18 Implement the National Fully implemented Project managers
System for Domestic by July 2016 have been allocated to
Perf. Meas. 1 Commercial Vessel Safety 12 projects and planning
Page 15 is progressing. Other
projects will be brought
on line over time.
As the program moves
into the delivery phase
it is expected that the
program structure will
change to reflect the work

11 Domestic Vessels content is included under strategic challenges 1 and 2. The indicators are the
same, however the results are different (to cover our current operating environment and change
activities).

137 138
 APPENDIX 2 - NON-FINANCIAL PERFORMANCE

SC3: ENSURING A COMPETENT AND FAIRLY SC4: INFLUENCING INTERNATIONAL

TREATED MARITIME WORKFORCE ARRANGEMENTS
Reference Performance indicator Target Result Reference Performance indicator Target Result

SHIP SAFETY NAVIGATION SAFETY AND INTERNATIONAL RELATIONS

CP 2014-18 The number of entry • seafarer certificates
level certificates processed (all types):
Perf. Meas. 1
shows an increase 9857
on previous years
Page 17
(allowing for one-off • certificates of
fluctuations in some competency (CoC):
years due to changes 904
to the regulatory
• oral examinations: 615
framework)
• safety training
certificates (CoST):
3963
• International Safety
Management audits:
56
• certificates of all CP 2014-18 Maintain Australia’s position Election to IMO Australia’s IMO
types: 5568 on the International Maritime Category C Election strategy is
Perf. Meas. 1 Organization (IMO) Council being delivered as
• certificates of (election every two years) per plan.
Page 21
competency (CoC):
1154 SHIP SAFETY
• oral examinations: 655
CP 2014-18 Strong engagement with 100% Business as usual
• safety training International Labour
Perf. Meas. 3 Organization (ILO)
certificates (CoST):
212312 Page 21
• International Safety
Management audits:
77

CP 2014-18 Seafarers’ welfare • Ongoing engagement We continued to

support systems and provision of engage with, and
Perf. Meas. 2 are coordinated and information to provide information to,
Page 17 services to seafarers stakeholders our stakeholders, and
are improved played an active role in
• Active role in education, compliance
education, compliance and enforcement
and enforcement activities.

CP 2014-18 Marine Order 11 To implement a new The revised Marine

(living and working revised Marine Order Order 11 came into force
Perf. Meas. 3 conditions on vessels) 11 following a review 1 May 2015.
Page 17 is reviewed of issues arising from
implementation of
the Maritime Labour
Convention, 2006

12 There are often significant fluctuations year to year in demand levels for seafarers’ qualifications,
usually resulting from changes to the regulatory requirements of the International Convention on
Standards of Training, Certification and Watchkeeping for Seafarers (STCW).

139 140

SC5: ENGAGING WITH THE COMMUNITY ORGANISATION
Reference Performance indicator Target
CORPORATE RELATIONS
CP 2014-18 Actively seek Incorporate suggested
stakeholder feedback improvements into our
Perf. Meas. 1 communication and
Page 23 engagement approaches
CP 2014-18 An external stakeholder Through this survey we
survey will be will aim to determine that
Perf. Meas. 2 conducted every two the maritime sector:
Page 23 years
• is aware of AMSA’s role
as the maritime safety
regulator and has a
clear understanding
of its regulatory
responsibilities
• feels effectively
engaged with AMSA,
including in the setting
of regulatory standards
• finds AMSA to be a
fair, transparent and
consistent regulator
141
APPENDIX 2 - NON-FINANCIAL PERFORMANCE
SC6: ENSURING A VIBRANT AND PROGRESSIVE
Result Reference Performance indicator Target Result
CORPORATE SERVICES
• Formal written CP 2014-18 AMSA achieves 100% 100%
evaluation survey for unqualified financial
Working Boats April Perf. Meas. 1 statements and maintains
2015 edition Page 27 financial viability
• Formal written
CP 2014-18 Compliance with 100% 100%
evaluation surveys
statutory, financial and
for three Safety Perf. Meas. 2 business requirements is
Management System
Page 27 maintained
workshops
• Marine order and CP 2014-18 Certification to ISO9001, 100% Surveillance Audit 20440/26
marine notice ISO14001 and AS/ conducted by Davis Langdon
Perf. Meas. 3 NZS4801 is maintained Certification Services from
consultation
Page 27 11-13 May 2015. No non-
• Feedback also conformances were identified
received and actioned
through our general CP 2014-18 Accreditation as a RTO is Preparations are complete
enquiry line Registered Training registered until for compliance with new
Perf. Meas. 4 Organisation (RTO) is 2017 regulations for RTOs which took
• Survey completed maintained effect on 1 April 2015. Renewal
Page 27
of accreditation is not required
• Overall, stakeholders
assessed their until 2017.
level and quality
CP 2014-18 AMSA’s staff turnover rate AMSA’s The annual turnover rate
of engagement
shows a declining trend to employee for 2014-15 was 10%
with AMSA; our Perf. Meas. 5 previous years and is less turnover does
performance; our
Page 27 than that of comparable not depart from
clarity of purpose
public sector agencies the desired
and integrity; and
range:
performance and
5-12% per
accessibility of staff
annum
very positively.
CP 2014-18 AMSA’s biennial staff Conduct The results of our third
engagement survey Employee employee survey conducted in
Perf. Meas. 6 indicates strong Opinion Survey 2014-15 indicated sustained
Page 27 staff satisfaction and levels of engagement at the
engagement relative to highest level. Since 2008 we
public sector averages have consistently achieved a
and continues to improve very high level of employee
on previous years engagement (when compared
with both government and
industry sectors)
142

APPENDIX 3
AMSA BOARD MEMBERS
Stuart Richey AM (Chair)
Tasmanian commercial fisherman Stuart John Richey AM was
appointed Chair of the AMSA Board on 21 November 2014 for a
period of 5 years. Mr Richey has been serving as a Board member
since July 2013, and as Deputy Chair since April 2014, bringing to the
table his strong leadership style and his years of experience in marine
policy and planning.
Between 1992 and 2001, Mr Richey served as foundation member
and Deputy Chair on the Board of the Australian Fisheries
Management Authority and from 2003-12 was Deputy Chair of the
Fisheries Research and Development Corporation.
As Managing Director of Richey Fishing Company and Richey
Services, Mr Richey’s business includes salmon, scallop, squid and
marine charter operations.
He was made a Member of the Order of Australia in 2005, for service
to the commercial fishing industry, particularly the promotion of
sustainable utilisation of Australian Government-managed fisheries
resources and the development of new national marine polices and
safety legislation.
Mr Richey is a Fellow of the Australian Institute of Company Directors.
Jennifer Clark (Deputy Chair)
Jennifer Clark was appointed Deputy Chair of the AMSA Board on 10
February 2015 for a period of 5 years. Ms Clark was appointed to the
Board on 8 May 2012 and was appointed Chair of the Board Audit
Committee in February 2014.
Ms Clark is currently a Non-Executive Director on the Board of the
Australian Payments Clearing Association Limited (APCA) and
is a member of APCA’s Audit Compliance and Risk Management
Committee. She is Chair of the Australian Bureau of Statistics
Audit Committee; the Australian Sports Anti-Doping Authority Audit
Committee; and the Australian Commission on Safety and Quality
in Health Care Audit and Risk Committee. Ms Clark is also an
independent member of the Australian Taxation Office Audit and
Risk Committee; the Attorney-General’s Department Audit and Risk
Management Committee; the Austrade Audit and Risk Committee; and
the Department of Defence Audit and Risk Committee.
Ms Clark has an extensive background in business, finance and
governance through a career as a Non-Executive Director since
1991 and as an Investment Banker for over 20 years. Her banking
experience included financing and providing advice to companies
across a broad range of industries and for major infrastructure
projects, and advisory roles to the Australian Government. Ms Clark
is a Fellow of the Australian Institute of Company Directors and has
been a Board member of a number of companies and Australian
Government agencies over the past 20 years.
143
APPENDIX 3 - AMSA BOARD MEMBERS
Mick Kinley
(Chief Executive Officer)
Michael (Mick) Kinley became the Chief Executive Officer of AMSA
on 27 August 2014. Mick was previously the Deputy Chief Executive
Officer and held this position since October 2008.
Mick joined AMSA in 1994 as a marine surveyor in Cairns. Since
that time he has gained experience across all of AMSA’s business,
particularly maritime safety and casualty response.
Prior to joining AMSA, Mick had an extensive career with BHP having
commenced as an engineer cadet with BHP Transport. He sailed with
the BHP fleet before undertaking various shore-based roles including
fleet safety instructor and project engineer.
Mick holds an Australian Chief Engineer Class 1 Certificate, a Bachelor
of Applied Science, a Bachelor of Engineering, and a Graduate Diploma
in Legal Studies.
Dr Russell Reichelt
Dr Russell Reichelt is currently Chairman and Chief Executive of
the Great Barrier Reef Marine Park Authority and a Non-Executive
Director of the Great Barrier Reef Foundation Limited. Dr Reichelt was
appointed to the AMSA Board from 7 August 2007 and reappointed for a
period of 3 years from 30 July 2013.
Previously, Dr Reichelt served as the Chief Executive Officer of the
Australian Institute of Marine Science and as Chairman of Australia’s
Fisheries Research and Development Corporation and Seafood
Services Australia Ltd. Other past roles include Chairman of the
National Oceans Advisory Group, and Chief Executive of CRC Reef
Research Centre Ltd and Reef and Rainforest Research Centre Ltd.
He has a PhD in Marine Science (tropical ecology) from the
University of Queensland, and is a Fellow of the Australian Academy
of Technological Sciences and Engineering, the Institute of Marine
Engineering Science and Technology (UK), and the Australian Institute
of Company Directors.
144

Professor Sarah Derrington
Professor Sarah Derrington was appointed to the AMSA Board on 8
May 2012 and was reappointed for a 2-year period on 17 June 2015.
Professor Derrington is currently Dean of Law at the University of
Queensland (UQ).
Professor Derrington commenced her legal career in litigation
sections of Freehills in Canberra and then Minter Ellison in Brisbane
before pursuing an academic career at UQ. Professor Derrington was
Professor of Admiralty Law /Director Marine and Shipping Law Unit
at the University of Queensland and has been a visiting Professor
in maritime law at the University of Nottingham, the University of
Nantes and the University of Aix-Marseilles. More recently, she was
in full-time practice as a Barrister-at-Law specialising in general
commercial litigation; maritime, aviation and transport law; insurance
law; bankruptcy; and insolvency.
Professor Derrington is currently the Vice Chairman of the Australian
Maritime and Transport Arbitration Commission; Chairman of Risk
and Finance sub-committee Somerville House School Council;
Director of the Australian Maritime College Board; Director of Upline
Pty Ltd; and Member of the Admiralty Rules Committee for the
Commonwealth of Australia.
Professor Derrington has a Bachelor of Arts in French and German
(UQ); Bachelor of Laws with Honours (UQ); Master of Laws (UQ)
and Doctor of Philosophy (UQ) in the field of marine insurance
law. Professor Derrington is a member of the Chartered Institute of
Arbitrators; Member of the Australian Institute of Company Directors;
Fellow of the Nautical Institute; and Supporting Member of the
London Maritime Arbitrators’ Association.
Michael Taylor AO FTSE
Michael (Mike) Taylor was appointed to the AMSA Board on
10 September 2014 for a 3-year term. Mr Taylor is the part-time
Chair of the Geoffrey Gardiner Dairy Foundation, and State Sports
Centre Trust, Director of the Public Transport Development Authority,
Principal of Foursight Associates and, until recently, Director of the
Melbourne University - Melbourne Business School.
Mr Taylor was formerly the Secretary to Australia’s Department of
Infrastructure, Transport and Regional Services (2004-09), and
Secretary, Department of Agriculture, Fisheries & Forestry (2000-04).
Prior to that, he was responsible for the leadership and management
of three departments for the Government of Victoria (1992-2000)
(Agriculture; Energy and Minerals; and Natural Resources and
Environment), and was Chairman of the Murray Darling Basin
Authority (2009-11).
Mr Taylor holds a Bachelor of Agricultural Science from the University
of Melbourne and a Diploma of Agricultural Economics from the
University of New England. Mr Taylor is a Fellow of the Academy of
Technological Sciences and Engineering and the Institute of Public
Administration of Australia.    Mr Wilson has held a variety of positions within the Australian Public
145
APPENDIX 3 - AMSA BOARD MEMBERS
Gary Webb
Gary Webb was appointed to the AMSA Board on 17 June 2015 for
a 3-year term. Mr Webb is currently Chairperson, Lifeline Hunter &
Central Coast; Director, Hunter TAFE Foundation Limited; and Director,
Hunter Research Foundation. He is Principal of Gary Webb Ports,
Maritime & Logistics and provided strategic advice to Morgan Stanley,
representing the NSW Treasury, to maximise the value of the long-
term lease of the Port of Newcastle for the NSW Government.
Mr Webb was formerly the Chief Executive Officer and Director
of Newcastle Port Corporation (2004-13) and worked in maritime
operations for Newcastle Port Corporation since 1989. Mr Webb
previously served as Chairman, Ports Australia; Chairman, Newcastle
Seafarers Centre Limited; and Director, Hunter Valley Coal Chain
Coordinator Limited.
Mr Webb holds a Graduate Diploma in Business Administration
(Executive); Graduate Diploma in Education (TAFE); and Bachelor of
Surveying (Honours). Mr Webb is a Fellow of the Australian Institute of
Company Directors. He was awarded the City of Newcastle Australia
Day Citizen of the Year in 2008 and the Inaugural Outstanding Service
Award, NSW Board of Surveying and Spatial Information 2007.
Peter Toohey
Peter Toohey was appointed to the AMSA Board on 17 June 2015 for
a 3-year term. Mr Toohey is currently Chief Engineer, Brisbane Tugs
with Svitzer Australia.
Mr Toohey is the Secretary for the Queensland branch of the
Australian Institute of Marine and Power Engineers. From 1991 to
2015, he participated in 18 salvages with United Salvage and Svitzer
Salvage as salvage engineer. He began his career with Howard Smith
Industries as an apprentice fitter and turner and marine engineer
student in 1974, and became a seagoing marine engineer in 1978
working in all positions from 7th to Chief Engineer on tankers and bulk
carriers with Howard Smith Shipping.
Mr Toohey is currently a Board member and Federal Executive of the
Australian Institute of Marine and Power Engineers, and Executive of
the Queensland Council of Unions.
Mr Toohey holds the AMSA Certificate of Competency, Engineer Class
1 (Motor); Marine Engineering Higher certificate from Sydney Technical
College; and Craftsman’s certificate Fitter and Turner.
Andrew Wilson
Andrew Wilson is the Deputy Secretary of the Department of
Infrastructure and Regional Development and is the departmental
representative on the AMSA Board. He was appointed to the AMSA
Board from 1 August 2005.
Service over his 30-year career, spending the past 28 years within the
Department of Infrastructure and Regional Development. His career
highlights involve the establishment of the Office of the Coordinator
General, oversight of the Aviation White Paper, oversight of the
stronger shipping for a stronger economy reform of the Australian
Coastal Shipping Industry, participation in the Phase II Airport sales
process, and the reform of the provision of services to the Indian
Ocean Territories.
Mr Wilson has a Bachelor of Commerce degree from Deakin
University.
146
 APPENDIX 3 - AMSA BOARD MEMBERS

PAST BOARD MEMBERS BOARD MEETINGS

Leo M. Zussino (Chair) AMSA Board attendance

Leo M. Zussino’s appointment ceased on 21 November 2014. Mr Attendance at

Zussino was appointed Chairman of the AMSA Board on Member meetings and Terms of office
11 November 2008. teleconferences
Mr Zussino previously served as Chief Executive Officer of the
Gladstone Ports Corporation Limited (2000-13); Executive Committee Stuart Richey AM 6/6 Appointed member from 1 July 2013
member of Queensland Ports Association; President of the (Chair)
Appointed Deputy Chair from 15 April 2014
Association of Australian Ports and Maritime Authority Inc (now Ports
Australia); Chairman of the Queensland Port Authorities Association; Appointed Chair from 21 Nov 2014 to
Chairman of the Gladstone Economic and Industry Development 20 Nov 2019
Board; and member of Central Queensland University Council.
Jennifer Clark 6/6 Appointed member from 8 May 2012
Mr Zussino has a Masters Degree of Business Administration from (Deputy Chair)
the University of Oregon, USA. Appointed Deputy Chair from 10 Feb 2015 to
9 Feb 2020

Mick Kinley 6/6 Member ex-officio from 24 Aug 2014 to

Captain Fred Ross (Chief Executive Officer) 25 August 2019

Captain Fred Ross’ appointment ceased on 21 November 2014. Dr. Russel Reichelt 5/6 Appointed member from 7 August 2007 to
Captain Ross resigned as Director Offshore Division of the Australian 9 August 2016
Maritime Officers Union, a position he held from 1995 to 2011.
Previously Captain Ross held the position of President and Executive Mike Taylor AO 4/5 Appointed member from 10 September 2014 to
Member of the organisation from 1970. 9 September 2017

Captain Ross has been a member of the Marine Industry Andrew Wilson 6/6 Member ex-officio from 1 August 2005
Restructuring Agreement, Shipping Industry Reform Authority, and
AMSA Advisory Committee from inception (until becoming a Board Prof. Sarah Derrington 5/5 Appointed member from 8 May 2012 to
member). He held positions within the International Transport 7 May 2015
Workers Federation and the International Labour Organization.
Captain Ross’ sea-going career was on Australian vessels serving as Re‑appointed from 17 June 2015 to
Seaman to Master, holding command with Caltex from 1972-92. 16 June 2017

Captain Ross is currently Assistant to the Arbitrator North West Shelf Peter Toohey 0/0 Appointed member from 17 June 2015 to
Continuity of Operations. 16 June 2018

Gary Webb 0/0 Appointed member from 17 June 2015 to

16 June 2018

Leo M. Zussino 2/2 Appointed Chairman 10 November 2008

Re-appointed from 22 November 2011 to 21
November 2014

Captain Fred Ross 2/2 Appointed member from 22 November 2011 to

21 November 2014

147 148
 APPENDIX 4 - STRATEGIC RISK PROFILE

APPENDIX 4
STRATEGIC RISK PROFILE
Board Audit Committee meetings Strategic risk profile as at February 2015

Board Audit Committee attendance RISK RATING LEGEND

INHERENT

Member Attendance at meetings

EXTREME
! RESIDUAL

Jennifer Clark (Chair) 4/4

Dr Russell Reichelt 4/4

HIGH
!
David Lawler 4/4

MODERATE
!
Remuneration Committee meetings
Remuneration Committee attendance LOW

Member Attendance at meetings

MINOR
Leo M. Zussino (Chair) 1/1
1 2 3 4 5 6 7
Stuart Richey AM 1/1
RISK NUMBER
Dr Russell Reichelt 1/2

Prof. Sarah Derrington 2/2

1. Failure to deliver a National System for
Domestic Commercial Vessel Safety that is
Board meetings included: sustainable and delivers the aims and objectives
• 208th – 14 August 2014
• 209th – 18 September 2014
required by government
RISK RISK
RATING
RATING LEGEND
LEGEND
INHERENT

Inherent risk: Extreme!

INHERENT

!
EXTREME RESIDUAL
EXTREME RESIDUAL

• 210 – 9 December 2014

th

• 211th – 26 February 2015 Residual risk: High HIGH

! !
HIGH

• 212th – 16 April 2015 Controls: MODERATE

MODERATE ! !
• 213th – 17 June 2015 • Consultation with industry and Maritime Agencies Forum
LOW
• Streamlining initiativesLOW

• Proposals for an efficient regulatory scheme and service delivery

Board Audit Committee meetings included:
MINOR
MINOR
1 2 3 4 5 6 7
1 2 3 4 5 6 7
RISK RISK
NUMBER
NUMBER

• 121st – 1 September 2014

• 122nd – 17 September 2014
• 123rd – 21 November 2014
• 124th – 19 March 2015
• 125th – 4 June 2015

Remuneration Committee meetings included:

• 20th – 17 September 2014
• Out of session – 12 December 2014

149 150
 APPENDIX 4 - STRATEGIC RISK PROFILE

RISK RATING LEGEND

INHERENT

2. A major incident with loss of life and/or 4. Failure of investments, procedures and
!
EXTREME RESIDUAL

RISK RATING LEGEND

INHERENT RISK RATING LEGEND
!
significant environmental harm practices to!! reflect whole-of-AMSA requirements
EXTREME RESIDUAL INHERENT
HIGH
EXTREME RESIDUAL

RISK RATING LEGEND

!! !!
HIGH INHERENT

Inherent risk: Extreme

EXTREME RESIDUAL
Inherent risk: High
MODERATE
HIGH

Residual risk: Moderate ! !

MODERATE
HIGH Residual risk: Low LOW
MODERATE
!
Controls: LOW Controls: MINOR
MODERATE
! LOW
1 2 3 4 5 6 7
• Development and implementation of a modern regulatory framework
MINOR
• Early incorporation of governmentRISK
changes
NUMBER to corporate compliance requirements, such as the

• Ship inspection program—port

LOW
1
State
2
control
3 4
and 5Maritime
6
Labour Convention, 2006 compliance
7 Public Governance Performance and Accountability Act 2013
MINOR

1 2 3 4 5 6 7
RISK NUMBER
• National network of aids to navigation and other navigational services (e.g. pilotage)
MINOR
• Integrated planning, financial, budgeting and contract management processes and monitoring
RISK NUMBER

• Network of shipping fairways (new and

1 2 3 4 5 6 7
• Search and Rescue Business Transformation Program
RISKenhanced
NUMBER routeing measures where appropriate to
promote safer navigation) • Compliance and assurance framework
• Partnership with key stakeholders • Active membership within the interdepartmental reference group
• Navigation Safety Program
• Legislation and compensation regimes (environmental protection)
• Ship traffic risk management (vessel tracking, mandatory pilotage)
• Real time maritime and aircraft positional information system for identifying assets for emergency
5. The decline of the Australian-trained skilled
response purposes maritime workforce impacts AMSA’s ability
• Mature incident management systems (e.g. Nexus)
• Maritime safety and distress communication services
to attract, develop and maintain a skilled and
RISK RATING
RISK RATING
LEGEND
LEGEND INHERENT
!
experienced ! workforce
EXTREME INHERENT RESIDUAL
EXTREME RESIDUAL

• Nationally-accredited training for search and rescue personnel

• National Plan for Maritime Environmental Emergencies, and exercises Inherent risk: High !
HIGH
HIGH
!
• National Search and Rescue Plan Residual risk: Moderate !
!
MODERATE
MODERATE

• Aerial surveillance including Automatic Identification System

Controls: LOW

• System and earth observation systems

LOW

• Stringent recruitment processes

• Pollution response financial capability MINOR
MINOR

• Skilled migration program

1 available
2
1 2
3 4
3
5
4
6
5
7
6 7

• Maritime emergency response arrangements RISK NUMBER

RISK NUMBER
• Registered Training Organisation (RTO) certification of AMSA courses including adaptation of
• Dedicated aerial response capability courses to apply new technology
• Emergency towage capability • Certified Management System
• 24/7 operation of AMSA Search and Rescue • Continued industry funding through levy payments
• Workforce Strategy
• New approach to marine surveyor recruitment - equal emphasis on interpersonal/engagement
3. Managing shared responsibilities with state and competencies, and technical skills

territory partners, and service providers

Relating to:
• (non-AMSA) aids to navigation and  maritime communications
• National Plan for Maritime Environmental Emergencies
• Coastal Vessel Traffic Services (VTS) in the Great Barrier Reef and Torres Strait
RISK RATING LEGEND
• National System for Domestic Commercial Vessel Safety INHERENT
EXTREME
! RESIDUAL

• Search and rescue

RISK RATING LEGEND

Inherent risk: Extreme ! !

HIGH INHERENT
EXTREME RESIDUAL

Residual risk: Moderate ! !

MODERATE
HIGH

Controls:
!
LOW
MODERATE

• Strengthening existing relationships

MINOR

• Strong contract and project management

LOW
1 2 3 4 5 6 7
RISK NUMBER
• Strong stakeholder relationships
MINOR

1 2 3 4 5 6 7
• Strong performance of AMSA as a stand-alone
RISK NUMBER regulator

151 152
 APPENDIX 5 - MARINE ORDERS ISSUED IN 2014-15

APPENDIX 5
MARINE ORDERS ISSUED IN 2014-15
6. Major incident or adverse media campaign
RISK RATING LEGEND
Marine Orders made under the Navigation Act 2012 and the Protection of the Sea legislation

leads to loss of
! confidence in AMSA as a
INHERENT
EXTREME RESIDUAL

RISK RATING LEGEND Marine Topic Commencement Description

Order
INHERENT

!!
respected regulator and provider of services
EXTREME RESIDUAL
HIGH

15 Construction - 01/07/2014 This order applies Chapter II-2 of the International

!!
HIGH

Inherent risk: Moderate MODERATE

fire protection, Convention for the Safety of Life at Sea (SOLAS)
Residual risk: Moderate ! MODERATE
LOW
fire detection to Australian and foreign vessels that come within
and fire its terms. Australian vessels must also comply with
Controls: LOW
MINOR extinction additional requirements set out in the Schedules.
• Communication and engagement strategy
1
RISK NUMBER
2 3 4 5 6 7
Separate requirements are set out for Australian
vessels that are not covered by SOLAS. Foreign
MINOR

• Structured approach to stakeholder

1 2
engagement
3 4 5
and 6consultative
7
processes and maintenance of
RISK NUMBER vessels not covered by SOLAS are required to
industry relationships
comply with any certificates issued by or for the
• Participation in national and international fora administration of the country in which they are
• Regional capacity, technical and cooperation programs in Indian Ocean and Asia-Pacific regions registered. This order eliminates schedule 6 of Marine
• Torres Strait Marine Safety Program Order 4 (Transitional modifications) 2013.
• International Maritime Organization Marine Environment Protection Committee and the 54 Coastal 01/07/2014 This order implements a review of the previous
International Oil Pollution Compensation Funds pilotage order and eliminates schedule 30 of Marine Order 4
• International Civil Aviation Organization, Cospas-Sarsat (Transitional modifications) 2013.
• National Search and Rescue Council 91 Marine 01/07/2014 This order gives effect to parts of Annex I of the
• Targeted communication and education campaigns pollution International Convention for the Prevention of
prevention - oil Pollution From Ships (MARPOL) dealing with the
prevention of oil pollution from ships and prescribes
RISK RATING LEGEND
RISK RATING LEGEND
INHERENT INHERENT matters for Chapter 4 of the Navigation Act and for
!
7. Failure to adapt and deliver to the deregulation
! RESIDUAL RESIDUAL
Part II of the Pollution Prevention Act. It eliminates
EXTREME EXTREME

schedule 38 of Marine Order 4 (Transitional

environment ! ! HIGH HIGH
modifications) 2013.
!
Inherent risk: Moderate !
MODERATEMODERATE
93 Marine 01/07/2014 This order gives effect to Annex II of MARPOL
pollution dealing with the prevention of pollution from noxious
Residual risk: Low LOW LOW
prevention - liquid substances from ships and prescribes matters
Controls: MINOR MINOR noxious liquid for Chapter 4 of the Navigation Act and prescribes
1
• Deregulation Steering CommitteeRISK NUMBER
12 23 34 5
4 56 67 7 substances matters for Part III of the Pollution Prevention Act. It
RISK NUMBER
eliminates schedule 39 of Marine Order 4 (Transitional
• Development of guidance documentation modifications) 2013.

42 Cargo, 01/08/2014 This order updates the reference to the Code of Safe
stowage and Practice for Ships Carrying Timber Deck Cargoes,
securing 2011, which replaces the 1991 Code mentioned in the
previous issue. The scope of the order is extended
to include cargo matters covered by Chapter VI of
SOLAS. References to particular positions in AMSA
are removed, and the order has been rewritten in
a clearer style. It eliminates schedule 22 of Marine
Order 4 (Transitional modifications) 2013.

35 Additional 01/08/2014 This order updates definitions of bulk carriers. It

safety eliminates schedule 20 of Marine Order 4 (Transitional
measures for modifications) 2013.
bulk carriers

19 Tonnage 01/09/2014 This order replaces Marine Order 19 (Tonnage

measurement measurement) 2003 following a review of the
order as part of our ongoing review of instruments.
The structure of the order has been changed and
current legislative drafting style applied. It eliminates
schedule 10 of Marine Order 4 (Transitional
Modifications) 2013.
153 154
 APPENDIX 6 - OUR FUNCTIONS AND POWERS

APPENDIX 6
OUR FUNCTIONS AND POWERS
Our powers and functions are described in the Australian Maritime Safety Authority Act 1990, the Act
Marine Orders made under the Navigation Act 2012 and the Protection of the Sea legislation under which we were established.
Marine Topic Commencement Description
Order

16 Load lines 01/11/2014 This order replaces Marine Order 16 (Load Lines) Vessel operations
2004 following a review of the order as part of our Marine Safety (Domestic Commercial Vessel) National Law Act 2012 and Marine Orders made under it
ongoing review of instruments. The structure of the
order has been changed and current legislative Navigation Act 2012 and Marine Orders made under it
drafting style applied. It eliminates Schedule 7 of
Occupational Health and Safety (Maritime Industry) Act 1993, in relation to the discharge of
Marine Order 4 (Transitional Modifications) 2013.
inspectorate functions
2 Australian 01/11/2014 This order has been amended so that it modifies Maritime Transport and Offshore Facilities Security Act 2003, in relation to the appointment of AMSA
International Marine Order 70 (Seafarer certification) 2014 Navigation Act 2012 inspectors as duly authorised officers
Shipping (MO70) instead of Marine Order 3 (MO3). MO70
Register is one of the 4 Marine Orders made this year that
Amendment replaced MO3. Modifications to seafarer certification
2014 (No. 1) arrangements are still required for seafarers who work
on International Register vessels.
Registration
Shipping Registration Act 1981
25 Equipment - 01/12/2014 A new requirement for vessels to have ship-specific
lifesaving plans and procedures for recovery of persons from
the water is applied to all Regulated Australian
Vessels, whether or not they are covered by SOLAS.
Marine pollution
The structure of the order has been changed and Protection of the Sea (Prevention of Pollution from Ships) Act 1983 and Marine Orders made under it
current legislative drafting style applied. It eliminates
Schedule 12 of Marine Order 4 (Transitional Protection of the Sea (Powers of Intervention) Act 1981
Modifications) 2013. Protection of the Sea (Civil Liability) Act 1981
31 Vessel 16/02/2015 This order provides generally for the survey, Protection of the Sea (Oil Pollution Compensation Fund) Act 1993
surveys and maintenance and certification of vessels, including
certification requirements for Chapter I of SOLAS; notification of Protection of the Sea (Harmful Anti-Fouling Systems) Act 2006 and Marine Orders made under it
intended movement of vessels involved in planned Protection of the Sea (Civil Liability of Bunker Oil Pollution Damage) Act 2008
tows; and reporting of marine incidents and defects. It
eliminates schedule 16 of Marine Order 4 (Transitional
modifications) 2013.

49 High-speed 16/02/2015 This order deals with the certification of high speed-
Levies – in role as ‘Collector’
craft craft and eliminates schedule 26 of Marine Order 4 Marine Navigation Levy Act 1989
(Transitional modifications) 2013.
Marine Navigation Levy Collection Act 1989
11 Living and 01/05/2015 This order reviews requirements following one year of Marine Navigation (Regulatory Functions) Levy Act 1991
working implementation of the Maritime Labour Convention,
conditions on 2006. Changes were made to some sections to Marine Navigation (Regulatory Functions) Levy Collection Act 1991
vessels improve clarity.
Protection of the Sea (Shipping Levy) Act 1981
Protection of the Sea (Shipping Levy Collection) Act 1981
Marine Orders made under the Marine Safety (Domestic Commercial Vessel) National Law Act 2012

Marine Name Commencement Description

Order

508 National law 28/11/2014 This order amends Marine Orders 501, 503, 504,
amendment 505 and 507 following amendments made to the
Marine Safety (Domestic Commercial Vessel)
National Law Act 2012.

155 156

APPENDIX 7
CURRENT PUBLICATIONS
All publications are available from the AMSA website (www.amsa.gov.au). Limited hard copies of
certain publications can also be obtained by contacting:
AMSA Communication
Phone: (02) 6279 5000
Email: communication@amsa.gov.au
Title
About AMSA (Corporate)
Annual Reports (from 1999)
AMSA's Vision 2013-33
Corporate Plan
AMSA's Technical Cooperation
Strategy 2010-2015
AMSA Enterprise Agreement
2012-2015
AMSA Aboard
AMSA The Second Decade
Navigation Act 2012 Protocol
Compliance and Enforcement Policy
Marine Safety (Domestic
Commercial Vessel) National Law
Act 2012 Protocol
157
Description
A report to the Australian Parliament on AMSA’s activities
for the year
This report details how AMSA will provide effective
maritime safety regulation through a period of sustained
growth
A plan outlining AMSA’s planned activities and performance
targets for the next three years
A report describing AMSA’s Technical Cooperation Strategy
for the Asia-Pacific region for 2010-2015
An agreement between AMSA and its employees detailing
terms and conditions of employment
A maritime industry e-newsletter based on AMSA
operations
The Second Decade provides an historical overview and
highlights AMSA’s achievements throughout its most recent
decade (2001-11).
The Purpose of this Protocol is to provide guidance on the
application of AMSA’s Compliance and Enforcement Policy
as it relates to the powers contained within the Navigation
Act 2012 (Navigation Act)
The maritime safety legislation places obligations on
maritime operators and other parties (including those
listed below) to ensure safety and protection of the marine
environment, in the circumstances and to the standards
specified in the legislation
The Purpose of this Protocol is to provide guidance on the
application of AMSA’s Compliance and Enforcement Policy
as it relates to the powers contained within the Marine
Safety (Domestic Commercial Vessel) National Law Act
2012 (National Law).
Title
Occupational Health and Safety
(Maritime Industry) Act 1993
Protocol
Protection of the Sea (POTS) Acts
Protocol
Shipping Registration Act Protocol
Domestic commercial vessels
The Regulatory Plan
Maritime Safety Awareness Bulletin
National System for Domestic
Commercial Vessel Safety -
Streamlining Concepts
Working Boats newsletter
The streamlining concepts at a
glance
Industry guidance notices
International - ship safety
Compliance and Enforcement Policy
Fact Sheet - Port State Control in
Australia
APPENDIX 7 - CURRENT PUBLICATIONS
Description
The Purpose of this Protocol is to provide guidance on
the application of AMSA’s Compliance and Enforcement
Policy as it relates to powers contained within Occupational
Health and Safety (Maritime Industry) Act 1993 (the
OHS(MI) Act).
The Purpose of this Protocol is to provide guidance on the
application of the AMSA
Compliance and Enforcement policy as it relates to the
powers contained within the suite of the Protection of the
Sea (POTS) Acts
The Purpose of this Protocol is to provide guidance on the
application of AMSA’s Compliance and Enforcement policy
as it relates to the powers contained within the Shipping
Registration Act 1981
The purpose of this document is to provide the detail of
the regulatory requirements that will apply to domestic
commercial vessels and their crew when the Marine Safety
(Domestic Commercial Vessel) National Law Act 2012 (the
National Law) comes into effect in 2013
The Maritime Safety Awareness bulletin is published twice
a year and looks at trends in maritime incidents with an aim
to raise safety awareness in the industry
Blueprint for the future regulatory arrangements
The Working Boats newsletter is a quarterly publication
and is dedicated to informing industry and seafarers about
the latest news and developments in the National System
for domestic commercial vessel safety
A guide to streamlining rules and regulations for
accessibility purposes
Guidance notices provide up-to-date information to
assist compliance with the National System for Domestic
Commercial Vessel Safety
AMSA’s Compliance and Enforcement Policy which
complements the modernisation of the suite of legislation it
administers
Outlines Australia’s port State control responsibilities
158

Title
Fact Sheet - Marine Orders
Fact Sheet - Helicopter Operations
Frequently asked questions
Medical carriage requirements on
regulated Australian vessels
MASTREP Booklet
Navigation Act 2012 Protocol
NWEA Guidelines for the Safe
Management of Offshore Supply
and Rig Movement Operations -
Australian Supplement
Occupational Health and Safety
(Maritime Industry) Act 1993
Protocol
Port State control annual reports
REEFVTS User Guide
Seacare Compliance and
Enforcement Policy
Shipping Registration Act Protocol
Ship Detention List Index
Survival at Sea
159
Description
Information about Marine Orders which are a form of
regulation, made under Australian Commonwealth
legislation, that apply to Australian and foreign vessels.
These ‘frequently asked questions’ and answers provide
general information about Marine Orders Part 57 Helicopter
Operations
A guide for medical carriage requirements on regulated
Australian vessels
Ship reporting instructions for the Australian area
The Purpose of this Protocol is to provide guidance on the
application of AMSA’s Compliance and Enforcement Policy
as it relates to the powers contained within the Navigation
Act 2012
Safe Management of Offshore Supply and Rig Move
Operations
The Purpose of this Protocol is to provide guidance on
the application of AMSA’s Complianceand Enforcement
Policy as it relates to powers contained within Occupational
Health and Safety (Maritime Industry) Act 1993 (the
OHS(MI) Act).
Annual port State control activity reports
This guide will help masters of ships give REEFVTS the
correct ship reports and benefit from the services provided
by REEFVTS.
Explains the Seafarers Safety, Rehabilitation and
Compensation Authority (Seacare Authority) and the
Australian Maritime Safety Authority’s (AMSA) approach
to workplace health and safety regulation under the
Occupational Health and Safety (Maritime Industry) Act
1993 (the OHS(MI) Act)
The Purpose of this Protocol is to provide guidance on the
application of AMSA’s Compliance and Enforcement policy
as it relates to the powers contained within the Shipping
Registration Act 1981.
Index of detained vessels by month
A comprehensive guide on all distress situations and
emergencies at sea
Title
International - shipping registration
Australian Register of Ships
Ship Registration – Frequently
Asked Questions
Yachts, Cruisers and Fishing Boats:
who owns what?
Fact Sheet - Australian International
Shipping Register
Fact Sheet - Australian International
Shipping Register Marine
Qualifications
Fact Sheet - Transferring Ownership
Guide to the Registration of a Ship
on the International Register
International - seafarers
Australian Global Maritime Distress
and Safety System (GMDSS)
Handbook
Automatic Identification System
(AIS)
Dangerous, Hazardous and Harmful
Cargoes Handbook
Fact Sheets - Seafarer qualifications
Fact Sheets - Training -  These fact sheets outline policies, requirements and
Information for Registered Training
Organisations
Incident Notification Guide
Incident Reporting Service Charter
Maritime Skills Availability Study
APPENDIX 7 - CURRENT PUBLICATIONS
Description
Information on how to register a ship
The most frequently asked questions in regards to the
registration of a ship
Information regarding the benefits of ship registration
Details about registering a ship on the Australian
International Shipping Register
Provides information for foreign seafarers seeking
employment on ships that are registered in the Australian
International Shipping Register
Requirements for transferring ownership of an Australian
ship
The purpose of this guide is to provide an outline of the
process of registration on the Australian International
Shipping Register.
A guide for the GMDSS on Australian vessels in Australian
waters
A brochure providing basic information on AIS.
A guide for the safe carriage and handling of dangerous,
hazardous and harmful cargo
These fact sheets provide information regarding to seafarer
qualifications
information for AMSA Registered Training Organisations
This guide provides practical assistance in helping
operators understand the Occupational Health and Safety
(Maritime Industry) Act 1993 (OHS(MI) Act) notification
process.
A Charter on receiving, monitoring and acting upon
maritime incident reports.
A study conducted by Thompson Clarke Shipping Pty Ltd
into the availability of maritime skills within the Australian
maritime industry.
160

Title
Guidelines for the medical
examination of seafarers and coastal
pilots
Watchkeeping Standards
Navigation
Coastal Pilotage Fatigue Risk
Management Plan (The Default
Plan)
Fact Sheet - Automatic Identification
System (AIS) Class A
Fact Sheet - Automatic Identification
System (AIS) Class B
Fact Sheet - Differential Global
Positioning System (DGPS)
Fact Sheet - Long Range
Identification and Tracking (LRIT)
Fact Sheet - Photochromic Lenses,
Polarised Lenses and Dark
Adaptation
Fact Sheet - GNSS Navigation and
horizontal datums
Navigation Safety in Australian
Waters 2010 -2025
North-East Shipping Management
Plan
Passage Plan Background and
Guidance
Queensland Coastal Passage Plan
Tide Tables - Torres Strait and Great
Barrier Reef
161
APPENDIX 7 - CURRENT PUBLICATIONS
Description Title Description
These guidelines have been compiled for the use of Search and rescue
Medical Inspectors who are assessing an individual’s
fitness to work at sea. Australian Search and Rescue An overview of Australia’s search and rescue system
Information regarding Watchkeeping Standards for Aviation Search and Rescue An overview of Australia’s search and rescue system
Seafarers specific to aviation incidents
Distress Beacon Frequently Asked A brochure answering many commonly asked questions
Questions relating to distress beacons
Marine Order 54 (Coastal pilotage) 2014 (MO54) requires
pilotage providers to ensure that each coastal pilot Fact Sheet - Dornier 328 Search and Information about AMSA’s search and rescue aircraft
complies with this default Fatigue Risk Management Plan. Rescue Aircraft
Information about Automatic Identification System (AIS) Fact Sheet - Emergency Response Information about AMSA’s emergency response centre
Class A Centre
Information about Automatic Identification System (AIS) Fact Sheet - VHF DSC Radio Information about VHF DSC radio communications
Class B Communications - Frequently asked
questions
Information about Differential Global Positioning System
(DGPS) National Search & Rescue Council Australia's national search and rescue service adopts
publications and manuals techniques and procedures that have been developed in a
Information about Long Range Identification and Tracking manner consistent with Australia’s international obligations
(LRIT)
Survival at Sea A comprehensive guide on all distress situations and
This fact sheet advises operators, masters/skippers and emergencies at sea
seafarers on precautions to be taken by those with lookout
duties, particularly at night. Environment
This information sheet will assist mariners when National Plan Annual Reports The annual reports for Australia’s National Plan
transferring positions from Global Navigation Satellite
National Plan for Maritime The National Plan for Maritime Environmental Emergencies
System (GNSS), to a paper chart or to an electronic
Environmental Emergencies (National Plan) sets out national arrangements,
equivalent such as Electronic Chart Display and
policies and principles for the management of maritime
Information System (ECDIS).
environmental emergencies.
This planning document is a collection of principles and
National Plan - On Scene - Biannual magazine for Australia’s National Plan
strategies for the provision of navigational services by
Newsletters
AMSA.
Fixed Wing Aerial Dispersant To assist the pilot in applying the dispersant a separate
The plan identifies existing, new and strengthened
Capability aircraft with a trained aerial observer onboard is tasked
management measures to ensure shipping within the Great
to fly above the aircraft and direct the pilot towards the
Barrier Reef, Torres Strait and Coral Sea continues to be
heaviest concentrations of oil.
conducted to the highest standards possible.
Stow It Don't Throw It Information on garbage disposal regulations applicable to
This guide seeks to improve pre-pilotage communications
shipping
between coastal pilotage providers, the ships they service
and the pilots embarked within these ships. Protection of the Sea - Conventions Information on garbage disposal regulations applicable to
and Legislations in Australia shipping
The Queensland Coastal Passage Plan has been
developed as a guide for the conduct of pilotage in Fact Sheet - Emergency Towage Information about AMSA’s AMSA’s dedicated Emergency
Queensland coastal pilotage areas. Vessel ETV Coral Knight Towage Vessel ETV Coral Knight
A publication prepared with data from the Australian
Bureau of Meteorology, providing detailed tidal information
in the Torres Strait and Great Barrier Reef
162

Title
Report on the 2011/12 Review of the
National Plan
Oil Spills in the Australian Marine
Environment: Environmental
Consequences and Response
Technologies
Identification of Oil on Water - Aerial
Observation and Identification Guide
Exercise Northerly, Darwin,
September 2014
Exercise Sea Dragon Phase 2,
Western Port Victoria, June 2012
Response to the Montara Wellhead
Platform Incident
Response to the Pacific Adventurer
Incident
Pasha Bulker Report
Global Peace oil spill response -
report of the incident analysis team
The Response to the Laura D'Amato
Oil Spill
The Response to the Port Stanvac
Oil Spill
The Response to the Iron Baron Oil
Spill
Exercise Barossa, South Australia,
June 1998
Exercise George Bass, Victoria,
June 1996
163
APPENDIX 7 - CURRENT PUBLICATIONS
Description
This Report outlines the outcomes of the Review as agreed
by the National Plan Management Committee (NPMC ) in
July 2012.
This document outlines the risk and impact of oil spills,
and the new technologies being employed for improving
spill surveillance, modelling of slick trajectories and the
development of geographic information systems to support
spill response decision making.
This booklet is intended to assist people involved in aerial
observation and surveillance to more accurately report the
presence of oil in the marine environment.
The purpose of Exercise Northerly was to identify areas for
improvement in the response to maritime environmental
emergencies.
The aim of this exercise was to implement and review the
effectiveness of a combined Commonwealth, Victorian
and industry marine pollution response to a tier 3 pollution
incident in Victorian State waters.
Provides a report into the Montara Well Platform oil spill
incident
Report by the incident analysis team into the response to
the container loss and oil spill from the Pacific Adventurer
off the coast of Brisbane
Response to the Pasha Bulker Grounding
Report by the Incident Analysis Team into the response by
the National Plan to Combat Pollution of the Sea.
Response to the Laura D'Amato Oil Spill from the incident
analysis team
Response to the Port Stanvac Oil Spill from the incident
analysis team
Response to the Iron Baron Oil Spill from the incident
analysis team
The purpose of Exercise “Barossa” was to activate and test
National Plan oil spill response arrangements
National Plan to Combat Pollution of the Sea by Oil.
164
 12
REFERENCES

165 166
 REFERENCES

ACRONYMS AND ABBREVIATIONS

Acronym/Abbreviation Meaning Acronym/Abbreviation Meaning

AASB Australian Accounting Standards Board PGPA Act Public Governance, Performance and Accountability Act 2013

AIS Automatic Identification System PID Act Public Information Disclosure Act 2013

AMSA Australian Maritime Safety Authority PSC port State control

AMSA Act Australian Maritime Safety Act 1990 PSSA Particularly Sensitive Sea Area

ANAO Australian National Audit Office REEFVTS Great Barrier Reef and Torres Strait Vessel Traffic Service

APHoMSA Asia-Pacific Heads of Maritime Safety Agencies forum RTO Registered Training Organisation

APM Associated Protective Measure SAR search and rescue

BASARNAS Indonesian search and rescue authority SOLAS International Convention for the Safety of Life at Sea

ETV emergency towage vessel SPREP South Pacific Regional Environment Program

FSC flag State control STCW International Convention on Standards of Training, Certification and
Watchkeeping
GPS global positioning system
TSMSP Torres Strait Marine Safety Program
IALA International Association of Marine Aids to Navigation and Lighthouse
Authorities UKCM under keel clearance management

ICAO International Civil Aviation Organization VTS vessel traffic services

ILO International Labour Organization

IMO International Maritime Organization

ITSAP Indonesian Transport Safety Assistance Package

MARPOL International Convention for the Prevention of Pollution From Ships

MEOSAR Medium-altitude Earth Orbiting Search and Rescue system

MLC, 2006 Maritime Labour Convention, 2006

MOU memorandum of understanding

MSQ Maritime Safety Queensland

National Law Marine Safety (Domestic Commercial Vessel) National Law Act 2012

National Plan National Plan for Maritime Environmental Emergencies

National Regulator National Marine Safety Regulator

National System National System for Domestic Commercial Vessel Safety

NATSAR Council National Search and Rescue Council

NSCV National Standard for Commercial Vessels

167 168
 REFERENCES

COMPLIANCE INDEX
Summary of requirements Legislative reference Page no./ Summary of requirements Legislative reference Page no./

CAC Act 1997 comment Commonwealth comment

Authorities (Annual
Reporting) Orders
Timeframe for tabling in Parliament1 Section 9(2) viii
2011

Ministerial directions and other statutory Clause 12 19-23

requirements
Summary of requirements Legislative reference Page no./
CAC Act 1997, comment Information about directors Clause 13 143-149
Schedule 1 - Reporting Appendix 3
Requirements • names, qualifications, experience
• number and attendance of board
Report of operations Clause 1(a) 133-142 meetings
Appendix 2
• executive or non-executive

Financial Statements Clause 1(b) 81-132

Organisational structure Clause 14 9,10
Appendix 1
• organisational structure
Auditor General's report Clause 1(c) 81 • location, in Australia or elsewhere, of
major activities and facilities
Financial Statements certification: statement Clause 2(3) 83
signed by the directors Statement on governance Clause 14 a
• main corporate governance practices 19-23
• Board committees and their main 7, 8, 10
Summary of requirements Legislative reference Page no./
responsibilities
Commonwealth comment
• education and performance review 7, 8
Authorities (Annual
process for directors
Reporting) Orders
2011 • ethics and risk management policies 21-22, 150-153
Appendix 4
Approval by directors Clause 6 vii
Related entity transactions Clause 15 NA
(Letter of Transmittal)

Key activities and changes affecting the Clause 16 a

Exemptions Clause 7 NA
authority
(a written exemption from any requirement
granted by the Finance Minister) • Factors and events influencing 35-78, 133-142,
performance, including risks and 150-153,
Parliamentary standards of presentation Clause 8 Complies opportunities Appendix 2, 3
• Significant events under section 15 of NA
Plain English and clear design Clause 9 Complies CAC Act
• Financial results 81-132,
Enabling legislation and summary of Clause 10 viii, 7, 19, Appendix 1
objectives and functions 133-142, 154,
156
• Operational results 133-142
Appendix 2
Responsible minister Clause 11 viii
• Significant changes in AMSA’s state of 9
affairs or principle activities
1
The report is to be presented to the responsible Minister by 15 October and requires the • Amendments to AMSA’s enabling 7, 19, 22, 154,
Minister to table the report in both Houses of the Parliament as soon as practicable after legislation and to any other legislation 155
receiving it. It is the Government’s preferred policy that the reports be tabled by 31 October. directly relevant to its operation

169 170
 REFERENCES

Summary of requirements Legislative reference Page no./

Commonwealth comment
Authorities (Annual
Reporting) Orders
2011

Judicial decisions and reviews by outside Clause 17 20

bodies
• judicial decisions/decisions of
administrative bodies
• report by the Auditor-General
• reports by a Parliamentary Committee,
Commonwealth Ombudsman or
Office of the Australian Information
Commissioner.

Obtaining information from subsidiaries Clause 18 NA

Indemnities and insurance premiums Clause 19 23

• Indemnities given to current or former
officers
• Premiums paid, or agreed to be paid,
for insurance against officers liability for
legal costs

Disclosure requirements for GBEs Clause 20 NA

Index of Annual Report requirements Clause 21 167-171

Requirement Other legislative references Page no.

Other statutory requirements Disability Discrimination Act 28

1992
• Commonwealth Disability Strategy
Commonwealth Disability 73
• Advertising and Market Research Strategy
• Occupational Health and Safety Commonwealth Electoral Act 30
Report 1918 (section 311A)
• Environmental Performance Report Work Health and Safety Act 30
2011
• Public Interest Disclosure
Environment Protection and 30
Biodiversity Conservation Act
1999 (section 516A)
21
Public Interest Disclosure Act
2013

171 172

INDEX
A
Acronyms and abbreviations 167
Advertising and market research 73
Aids to navigation management 65
Aids to navigation network 65
AMSA Board 7
AMSA Board members 143
AMSA service charter 20
Annual report contact
Antarctic
178
51
Appendices 80
Appendix 1 - Financial statements 81
Appendix 2 - Non-financial performance 133
Appendix 3 - AMSA Board members 143
Appendix 4 - Strategic risk profile 150
Appendix 5 - Marine orders issued in 2014-15 154
Appendix 6 - Our functions and powers 156
Appendix 7 - Current publications 157
Asia-pacific region
Aspirations
78
ii
B
Board and Committees 7
Board Audit Committee 8
Board Audit Committee meetings 149
Board Audit Committee meetings 149
Board Audit Committee meetings included: 149
Board, Board Audit Committee and Remuneration Committee 7
Board meetings 148
Business continuity 22
C
Cash Flow Reconciliation 118
Cash Flow Statement 87
Celebrating 100 years of Commonwealth management of aids to navigation 67
Certified Management system 22
Chairman’s review 3
Commercial yacht qualifications 38
Compliance and enforcement 43
Compliance index 169
Compliments and complaints 178
Computer-based exams 38
Contingent Liabilities and Assets 119
Cooktown helicopter search and rescue 47
Coral Sea Particularly Sensitive Sea Area (PSSA) 59
Cost Recovery 23
Cost Recovery Summary 126
Creating a safety culture 36
173
REFERENCES
D
Dedicated airborne search and rescue service 49
Directions and prosecutions 36
Disability Report 28
Distress beacons 49
Domestic commercial vessel safety 39
Domestic consultation and events 71
E
Emergency towage 58
Enabling legislation 7
Engagement and communication tools 73
Environmental performance 32
Events After the Reporting Period 98
Exercise Westwind 55
Expenses 16, 99
F
Fair Value Measurement 103
Financial Assets 108
Financial Assets Reconciliation
Financial Instruments
125
121
Financial management 23
Financial outcome 14
Financial overview 14
Financial Statements 81
Note 1: Summary of Significant Accounting Policies 91
Note 2: Events After the Reporting Period 98
Note 3: Expenses 99
Note 4: Own-Source Income 101
Note 5: Fair Value Measurement
Note 6: Financial Assets
103
108
Note 7: Non-Financial Assets 110
Note 8: Payables 115
Note 9: Interest Bearing Liabilities 116
Note 10: Provisions 117
Note 11: Cash Flow Reconciliation 118
Note 12: Contingent Liabilities and Assets 119
Note 13: Senior Management Personnel Remuneration 120
Note 14: Related Party Disclosures 120
Note 15: Remuneration of Auditors 120
Note 16: Financial Instruments 121
Note 17: Financial Assets Reconciliation 125
Note 18: Reporting of Outcomes 125
Note 19: Cost Recovery Summary 126
Note 20: Budgetary Reports and Explanations of Major Variances 126
Notes to and forming part of the financial statements 90
Financial summary 14
Fraud control 21
174

G
Governance arrangements 39
Government and parliament 20
Great Barrier Reef and Torres Strait Vessel Traffic Service 64
IIndian Ocean region 77
Industry liaison 41
Industry trends 35
Insurance and indemnities 23
Interest Bearing Liabilities 116
International Association of Marine Aids to Navigation and Lighthouse Authorities
International Civil Aviation Organization
International Maritime Organization
77
76
74
International shipping 35
International staff exchange program 78
JJudicial decisions and reviews by outside bodies 20
Judicial decisions / decisions of administrative bodies 20
L
Learning and development 29
M
Major aids to navigation modifications 65
Marine environment
Marine Orders
54
44
Maritime 2014: ship to shore 72
Maritime Labour Convention, 2006 37
Medium-altitude Earth Orbit Search and Rescue system 50
Ministerial directions, policies and notices 20
Mission ii
MV Thor Commander 57
N
National Plan 10
National plan for maritime environmental emergencies 55
National Search and Rescue Council 49
National search and rescue service 47
National System streamlining 39
Navigation safety 62
New aids to navigation maintenance contract 65
New ship safety videos 37
Notable 2014-15 incidents 47
175
REFERENCES
O
Occupational health and safety 37
Organisational changes 9
Organisational profile 6
Our activities vi
Our governance
Our people
19
26
Our registered training organisation 73
Our workforce 27
Overview 63
Own-Source Income 101, 102
P
Past Board members 147
Payables 115
Performance measurement 22
Planning and reporting arrangements 21
Plan on a page
Procurement
ii, v
23
Protection of the sea levy reduced 58
Provisions 117
Public information disclosure act 2013 22
Q
Qualifications 38, 41
Qualification system improvements 38
R
References 166
Regional engagement 77
Related Party Disclosures 120
Remuneration Committee 8
Remuneration committee meetings 149
Remuneration Committee meetings 149
Reporting of Outcomes 125
Reporting requirements and responsible minister viii
Reports (Auditor-General, Parliament or Ombudsman)
Research projects
20
38
Response capability 56
Revenue 15
Risk management 21
176
 REFERENCES

S ANNUAL REPORT CONTACT

Safety management systems 41
Schedule of commitments 88 General enquiries and comments about this report can be directed to:
Seafarer certificates 38 Telephone: (02) 6279 5000
Seafarer welfare 37
An electronic copy of this report with additional information detailing the activities of the Australian
Search and rescue 10
Maritime Safety Authority is available at www.amsa.gov.au.
Search and rescue 46
Search and rescue capabilities 49 AMSA’s main offices:
Search and rescue resources 10
Ship inspections 35
Shipping management 63
Canberra Melbourne
Shipping management plans 63 82 Northbourne Avenue Level 3, 655 Collins Street
Standards reform 39 Braddon ACT 2612 Docklands VIC 3008
Statement of Changes in Equity 86 GPO Box 2181 PO Box 16001
Statement of Comprehensive Income 84 Canberra City ACT 2601 Collins Street West
Statement of Financial Position 85 Melbourne VIC 8007
Telephone: (02) 6279 5000
Statement of Regulatory Approach 40 Facsimile: (02) 6279 5950 Telephone: (03) 8612 6000
Structure 9 Facsimile: (03) 8612 6003
Summary of Significant Accounting Policies 91
Surveyor accreditation 41
System upgrades 23 Brisbane Fremantle
Level 9, 410 Ann Street Level 1, Queensgate Centre

T
Table of contents ix
Brisbane QLD 4000
PO Box 10790
10 William Street
Fremantle WA 6160
Adelaide Street PO Box 1332
Technology developments 50
Brisbane QLD 4000 Fremantle WA 6959
Torres Strait Marine Safety Program 51
Training 55 Telephone: (02) 3001 6800 Telephone: (08) 9430 2100
Training and education 41 Facsimile: (02) 3001 6801 Facsimile: (08) 9430 2121
Transmittal letter vii
Sydney
U
Under keel clearance management 64
Level 5, 260 Elizabeth Street
Sydney NSW 2000
PO Box K976

V
Vessel and seafarer safety 34
Haymarket NSW 1240
Telephone: (02) 8918 1300
Facsimile: (02) 8918 1390
Vessel operations 156
Vision ii

W
Workers’ compensation premium 31
Workforce profile 28
Workforce Strategy 27
Work health, safety and environment 30
Working internationally 74
Working with industry 70
Workplace diversity 27
Workplace relations 27
Y
Yacht Enya II rescue 48
Compliments and complaints
To make a complaint, offer a compliment, or ask questions relating to any AMSA decision, procedure,
policy or service, members of the public may contact:
Telephone: (02) 6279 5000 Website: www.amsa.gov.au/contact-us
© Australian Maritime Safety Authority
This work is copyright. It may be reproduced in whole or part subject to the inclusion of
acknowledgement of the source and no commercial usage or sale.
Reproduction for purposes other than those indicated above requires the written permission of the
Australian Maritime Safety Authority, GPO Box 2181, Canberra City ACT, 2601.
ISSN 1039-0626
Copy/design/typeset: Australian Maritime Safety Authority.

177 178
www.amsa.gov.au
AMSA191 (10/15)