{ "entity_id": "O-000834", "folder": "Coal-Mining-Industry-Long-Service-Leave-Funding-Corporation", "name": "Coal Mining Industry (Long Service Leave Funding) Corporation", "type": "Corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Employment and Workplace Relations", "website": "https://www.coallsl.com.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 2, "n_artifacts": 7, "n_kpi_targets": 7, "n_kpi_results": 9, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "We ensure employees are connected with their long service leave benefits. [CP p.4]", "official_site_url": "https://www.coallsl.com.au/", "source_documents": [ { "type": "annual_report", "title": "COAL LSL ANNUAL REPORT 2024-25", "url": "https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "corporate_plan", "title": "COAL LSL CORPORATE PLAN 2025-26", "url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "period": "2025-26", "confidence": "high" } ], "purpose": { "text": "We ensure employees are connected with their long service leave benefits. [CP p.4]", "source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "source_page": 4, "source_deep_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4" }, "vision": { "text": "We enhance our communities as a contemporary, sustainable long service leave scheme. [CP p.4]", "source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "source_page": 4, "source_deep_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4" }, "strategic_priorities": [], "values": [ { "name": "TRUST", "description": "", "source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "source_page": null }, { "name": "OPEN", "description": "", "source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "source_page": null }, { "name": "RESPECT", "description": "", "source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "source_page": null }, { "name": "CARE", "description": "", "source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "source_page": null }, { "name": "HONEST", "description": "", "source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Engaged, Active and Compliant Participants", "description": "Employers comply with their obligations under the legislation.", "activities": [ "On-time submission of accurate employer levy returns", "Resolution of off-scheme employer non-compliance", "On-time payment of levy owing" ], "source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "source_page": 4, "source_deep_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4" }, { "name": "Outcome 2: Effective Operations", "description": "Digital and streamlined processes that enhance stakeholder interactions and improve productivity.", "activities": [ "Core process effectiveness", "Levy lines processed", "Leave applications processed", "Reimbursement claims processed" ], "source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "source_page": 4, "source_deep_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4" }, { "name": "Outcome 3: Prudent Financial Management", "description": "Adequate fund surplus to meet long service leave liabilities.", "activities": [ "Operational expenditure over fund income", "Investment portfolio return", "Fund surplus" ], "source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "source_page": 4, "source_deep_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4" } ], "performance_measures": [ { "code": "CCE01", "measure": "% of core processes that meet or exceed their SLAs", "target": "45%", "latest_result": "0.56%", "status": "Achieved", "target_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "target_source_page": 23, "result_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf", "result_source_page": 18 }, { "code": "CCE02", "measure": "% of levy lines processed within 3 business days", "target": "60%", "latest_result": "138%", "status": "Achieved", "target_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "target_source_page": 23, "result_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf", "result_source_page": 18 }, { "code": "CCE03", "measure": "% of leave applications processed within 1 business day", "target": "95%", "latest_result": "7.3% p.a.", "status": "Achieved", "target_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "target_source_page": 23, "result_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf", "result_source_page": 18 }, { "code": "CCE04", "measure": "% of reimbursement claims processed within 3 business days", "target": "90%", "latest_result": "45%", "status": "Achieved", "target_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "target_source_page": 23, "result_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf", "result_source_page": 18 }, { "code": "CCE05", "measure": "Fund surplus", "target": "115% (+15/-5%)", "latest_result": "88%", "status": "Not achieved", "target_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "target_source_page": 23, "result_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf", "result_source_page": 18 }, { "code": "CCE06", "measure": "Investment portfolio return", "target": "CPI + 3% over rolling 8-year period", "latest_result": "84%", "status": "Not achieved", "target_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "target_source_page": 23, "result_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf", "result_source_page": 18 }, { "code": "CCE07", "measure": "Transformation milestones achieved on time", "target": "Achieved within budget (+/- 5%)", "latest_result": "45%", "status": "Achieved", "target_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf", "target_source_page": 23, "result_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf", "result_source_page": 19 }, { "code": "CCE08", "measure": "The % of levy lines processed within 3 business days expressed as a 6-month rolling average.", "target": "", "latest_result": "47%", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf", "result_source_page": 19 }, { "code": "CCE09", "measure": "The % of reimbursement claims processed within 3 business days (reduced from 5 business days) expressed as a 6-month rolling average.", "target": "", "latest_result": "38%", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf", "result_source_page": 19 } ], "document_alignment_terms": { "must_support": [ "We ensure employees are connected with their long service leave benefits. [CP p.4]", "We enhance our communities as a contemporary, sustainable long service leave scheme. [CP p.4]" ], "watch_terms": [ "% of core processes that meet or exceed their SLAs", "% of levy lines processed within 3 business days", "% of leave applications processed within 1 business day", "% of reimbursement claims processed within 3 business days", "Fund surplus", "Investment portfolio return", "Transformation milestones achieved on time", "The % of levy lines processed within 3 business days expressed as a 6-month rolling average.", "The % of reimbursement claims processed within 3 business days (reduced from 5 business days) expressed as a 6-month rolling average." ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Coal Mining Industry (Long Service Leave Funding) Corporation — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)\n**Corporate Plan**: [2025-26](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)\n\n## Vision\n\n> We enhance our communities as a contemporary, sustainable long service leave scheme. [CP p.4](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4) [[CP p.4](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4)(https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4)]\n\n## Our purpose / purposes\n\n> We ensure employees are connected with their long service leave benefits. [CP p.4](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4) [[CP p.4](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4)(https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4)]\n\n## How we deliver\n\n> We ensure eligible employees are connected with their long service leave benefits by exercising the powers and functions of our governing legislation. [CP p.4](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4) [[CP p.4](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4)(https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4)]\n\n## Outcomes\n\n### Outcome 1: Engaged, Active and Compliant Participants\nEmployers comply with their obligations under the legislation. [[CP p.4](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4)(https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4)]\n\n**Key activities:**\n- On-time submission of accurate employer levy returns\n- Resolution of off-scheme employer non-compliance\n- On-time payment of levy owing\n\n### Outcome 2: Effective Operations\nDigital and streamlined processes that enhance stakeholder interactions and improve productivity. [[CP p.4](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4)(https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4)]\n\n**Key activities:**\n- Core process effectiveness\n- Levy lines processed\n- Leave applications processed\n- Reimbursement claims processed\n\n### Outcome 3: Prudent Financial Management\nAdequate fund surplus to meet long service leave liabilities. [[CP p.4](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4)(https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=4)]\n\n**Key activities:**\n- Operational expenditure over fund income\n- Investment portfolio return\n- Fund surplus\n\n## Values and principles\n\n_TORCH values_\n\n- TRUST\n- OPEN\n- RESPECT\n- CARE\n- HONEST\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | % of core processes that meet or exceed their SLAs | 45% | [CP p.23](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=23)(https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=23) |\n| CCE02 | % of levy lines processed within 3 business days | 60% | [CP p.23](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=23)(https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=23) |\n| CCE03 | % of leave applications processed within 1 business day | 95% | [CP p.23](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=23)(https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=23) |\n| CCE04 | % of reimbursement claims processed within 3 business days | 90% | [CP p.23](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=23)(https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=23) |\n| CCE05 | Fund surplus | 115% (+15/-5%) | [CP p.23](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=23)(https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=23) |\n| CCE06 | Investment portfolio return | CPI + 3% over rolling 8-year period | [CP p.23](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=23)(https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=23) |\n| CCE07 | Transformation milestones achieved on time | Achieved within budget (+/- 5%) | [CP p.23](https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=23)(https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf#page=23) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | The ratio of operational expenditure* over fund income** expressed as a 12-month rolling average. | 0.56% | Achieved | [AR p.18](https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=18)(https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=18) |\n| CCE02 | The ratio of funds under management over the actuarial discounted liability provision. | 138% | Achieved | [AR p.18](https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=18)(https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=18) |\n| CCE03 | The annual portfolio return expressed as an 8-year rolling average. | 7.3% p.a. | Achieved | [AR p.18](https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=18)(https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=18) |\n| CCE04 | The % of employers who submit both levy returns and levy payments by the due date expressed as a 6-month rolling average. | 45% | Achieved | [AR p.18](https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=18)(https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=18) |\n| CCE05 | The % of employers who submit levy returns by the due date expressed as a 6-month rolling average. | 88% | Not achieved | [AR p.18](https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=18)(https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=18) |\n| CCE06 | The % of active employees whose entitlements were recorded on a levy return received by the due date expressed as a 6-month rolling average. | 84% | Not achieved | [AR p.18](https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=18)(https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=18) |\n| CCE07 | The % of core processes that meet or exceed their SLAs expressed as a 6-month rolling average. | 45% | Achieved | [AR p.19](https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=19)(https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=19) |\n| CCE08 | The % of levy lines processed within 3 business days expressed as a 6-month rolling average. | 47% | Achieved | [AR p.19](https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=19)(https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=19) |\n| CCE09 | The % of reimbursement claims processed within 3 business days (reduced from 5 business days) expressed as a 6-month rolling average. | 38% | Achieved | [AR p.19](https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=19)(https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf#page=19) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Coal Mining Industry (Long Service Leave Funding) Corporation - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:59:48.499480+00:00\n**Entity ID**: O-000834\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Employment and Workplace Relations\n**Website**: https://www.coallsl.com.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 1 |\n| corporate-plans | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 11 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 13]\nENGAGED, ACTIVE\nPRUDENT FINANCIAL\nAND COMPLIANT\nMANAGEMENT\nPARTICIPANTS\nOUR STR ATEGIC\nPRIORITIES Coal LSL continues to prioritise delivering on Coal LSL remains committed to delivering on\neach of our investment objectives which are its purpose of connecting eligible employees\nconsistently met year-on-year. with their long service leave benefits by driving\nemployer compliance through embedding and\nWith a portfolio value of $2,644 million as at\nstrengthening regulatory activities to capture\nJune 2025, and heightened market volatility, employee entitlements accurately and on time.\nour focus for the corporate plan period is to\nfurther strengthen our processes to mitigate The outcome for this strategic priority is to\nour strategic investment risk, ensure scheme ensure employers comply with their obligations\nOur strategic priorities guide the\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- [Page 2]\nCONTENTS\nStatement of preparation 02\nA message from our Chair and CEO 03\nAbout us 04\nOur purpose 06\nOur vision 06\nOur values 06\nOur principles 07\nOur role 08\nRegulation 10\nAdministration 12\nInvestment management 14\nOur environment 16\nIndustry 18\nPolicy 18\nInvestment markets 19\nSustainability 20\nLabour market 20\nTechnology 21\nOur strategic priorities 22\nPrudent financial management 23\nEngaged, active and compliant participants 23\nEffective operations 24\nOur enabling capabilities 26\nPeople 27\nTechnology 28\nData 29\nRisk management 30\nOur risk culture 31\nOur risk management framework 31\nOur strategic risks 32\nOur enterprise risks 34\nStakeholders 36\nPerformance 38\n02 COAL LSL 2025-26 CORPORATE PLAN 01\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- 26 COAL LSL 2025-26 CORPORATE PLAN 27\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\n258 >3,800\nCoal LSL Training courses\nworkforce completed\nPEOPLE\nAs we modernise and transform our operating processes, we continue to build\na resilient, future-ready workforce that is aligned with our purpose, equipped to\nmeet evolving demands, and empowered to deliver meaningful outcomes for\nour stakeholders.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- [Page 2]\nAT A GLANCE CONTENTS\nLetter of Transmittal 03\nApproval of 2024–25 Annual Report by Accountable Authority 04\n1,493 A message from our Chair and CEO 05\n$2.64B Investment return\n10%\nFunds Employer\nunder audit reports\nmanagement 1 year processed\nPart 1: About Coal LSL 06\nOverview 07\nPurpose, vision and values 08\n357 Responsible Minister 09\nBoard of Directors 10\nActive\nExecutive leadership team 12\nReimbursements paid employees Missing service review\nOrganisational structure 14\napplications processed\n$169.6M 65,146\nInvestments 15\nLitigation 16\nPolicy 16\nTotal registered 181\nemployers Part 2: Governance practices 18\n1,522 New employers Governance practices 18\nBoard and subcommittees 20\nregistered in 2024–25\nProcurement 22\nEntrusted with Ministerial directions and government policy orders 23\nApplications for long more than\nSignificant non-compliance with finance law 23\nMore than\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n\n### Role and Functions\n\n- 26 COAL LSL 2024-25 ANNUAL REPORT 27\nPART\n1:\nABOUT\nCOAL\nLSL\nPART\n2:\nGOVERNANCE\nPRACTICES\nPART\n3:\nANNUAL\nPERFORMANCE\nSTATEMENTS\nPART\n4:\nFINANCIAL\nSTATEMENTS\nPART\n5:\nAPPENDICES\nExercising the functions and powers\nof our governing legislation in good\nfaith and to the best of our ability, it is\nCoal LSL’s role to ensure employers pay\nthe prescribed payroll levies and lodge\naccurate records of service for all eligible\nemployees under the Scheme.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- [Page 2]\nCONTENTS\nStatement of preparation 02\nA message from our Chair and CEO 03\nAbout us 04\nOur purpose 06\nOur vision 06\nOur values 06\nOur principles 07\nOur role 08\nRegulation 10\nAdministration 12\nInvestment management 14\nOur environment 16\nIndustry 18\nPolicy 18\nInvestment markets 19\nSustainability 20\nLabour market 20\nTechnology 21\nOur strategic priorities 22\nPrudent financial management 23\nEngaged, active and compliant participants 23\nEffective operations 24\nOur enabling capabilities 26\nPeople 27\nTechnology 28\nData 29\nRisk management 30\nOur risk culture 31\nOur risk management framework 31\nOur strategic risks 32\nOur enterprise risks 34\nStakeholders 36\nPerformance 38\n02 COAL LSL 2025-26 CORPORATE PLAN 01\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- [Page 6]\nOUR ROLE\n0088 CCOOAALL LLSSLL 22002255--2266 CCOORRPPOORRAATTEE PPLLAANN 0099\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\nEstablished under the Coal Mining Industry\n(Long Service Leave) Administration Act 1992\n(the Admin Act), our role is to:\n• collect funds from employers by way of levy\n• invest funds and ensure Fund sufficiency to finance the cost\nof reimbursements of long service leave\n• ensure accurate and compliant record keeping\n• reimburse employers’ authorised payments of long service leave\n• enable recognition of long service leave entitlement for eligible\nemployees.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- 10 COAL LSL 2025-26 CORPORATE PLAN 11\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\nStatement of Intent\nCoal LSL’s Statement of Intent, which responds to the Ministerial Statement of Expectations (12\nDecember 2024) documents how we will deliver on the Government’s expectations of us as a regulator.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- 26 COAL LSL 2025-26 CORPORATE PLAN 27\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\n258 >3,800\nCoal LSL Training courses\nworkforce completed\nPEOPLE\nAs we modernise and transform our operating processes, we continue to build\na resilient, future-ready workforce that is aligned with our purpose, equipped to\nmeet evolving demands, and empowered to deliver meaningful outcomes for\nour stakeholders.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- 38 COAL LSL 2025-26 CORPORATE PLAN 39\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\nOur goal is that >95% of active employees\ncan access their long service leave record\nin real time\n71.2 million\nHours of long service leave held at 30 June 2025\n2 .1 million\nLong service leave hours taken in FY2024-25\n>65,000\nActive employees in the industry at 30 June 2025\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n\n### Strategic Priorities\n\n- [Page 2]\nCONTENTS\nStatement of preparation 02\nA message from our Chair and CEO 03\nAbout us 04\nOur purpose 06\nOur vision 06\nOur values 06\nOur principles 07\nOur role 08\nRegulation 10\nAdministration 12\nInvestment management 14\nOur environment 16\nIndustry 18\nPolicy 18\nInvestment markets 19\nSustainability 20\nLabour market 20\nTechnology 21\nOur strategic priorities 22\nPrudent financial management 23\nEngaged, active and compliant participants 23\nEffective operations 24\nOur enabling capabilities 26\nPeople 27\nTechnology 28\nData 29\nRisk management 30\nOur risk culture 31\nOur risk management framework 31\nOur strategic risks 32\nOur enterprise risks 34\nStakeholders 36\nPerformance 38\n02 COAL LSL 2025-26 CORPORATE PLAN 01\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- [Page 2]\nAT A GLANCE CONTENTS\nLetter of Transmittal 03\nApproval of 2024–25 Annual Report by Accountable Authority 04\n1,493 A message from our Chair and CEO 05\n$2.64B Investment return\n10%\nFunds Employer\nunder audit reports\nmanagement 1 year processed\nPart 1: About Coal LSL 06\nOverview 07\nPurpose, vision and values 08\n357 Responsible Minister 09\nBoard of Directors 10\nActive\nExecutive leadership team 12\nReimbursements paid employees Missing service review\nOrganisational structure 14\napplications processed\n$169.6M 65,146\nInvestments 15\nLitigation 16\nPolicy 16\nTotal registered 181\nemployers Part 2: Governance practices 18\n1,522 New employers Governance practices 18\nBoard and subcommittees 20\nregistered in 2024–25\nProcurement 22\nEntrusted with Ministerial directions and government policy orders 23\nApplications for long more than\nSignificant non-compliance with finance law 23\nMore than\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- The transformative\nWe have 3 strategic priorities and associated target\nof meeting the target at 30 June we are confident that improvements are on track to occur through\nmeasures to achieve this.\nthrough tailored activities and initiatives such as the the multi-year program (2025 – 2028) with a\nStrategic Priority 1 – launch of Digital Leave Submissions in June 2025 this significant milestone of implementing the new\nPrudent Financial Management measure will be achieved in this new financial year. core registry and integration platform in this\ncoming 18-month period.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- [Page 16]\nPERFORMANCE SUMMARY\nFY25 RESULT RESULT FY25 RESULT RESULT\nMEASURE DESCRIPTION MEASURE DESCRIPTION\nTARGET VALUE RATING TARGET VALUE RATING\nStrategic priority Enabling capabilities\nThe ratio of funds under The % of core enterprise\nBaseline\nmanagement over the 115% Capability capabilities that meet or Baseline\nFund surplus 138% maturity of\nactuarial discounted liability (+15/–5%) maturity exceed annual maturity established\nAchieved 19% Achieved\nprovision. targets.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- [Page 17]\nSTRATEGIC PRIORITY 1\nPRUDENT FINANCIAL MANAGEMENT\n• Adequacy of the fund surplus to meet long service leave liabilities\nPerformance measure results\n30 COAL LSL 2024-25 ANNUAL REPORT 31\nPART\n1:\nABOUT\nCOAL\nLSL\nPART\n2:\nGOVERNANCE\nPRACTICES\nPART\n3:\nANNUAL\nPERFORMANCE\nSTATEMENTS\nPART\n4:\nFINANCIAL\nSTATEMENTS\nPART\n5:\nAPPENDICES\nPerformance Measure Admin Expense Ratio (AER)^\nCriterion source Coal LSL 2024–25 Corporate Plan (Performance section, page 36)\nThe ratio of operational expenditure* over fund income** expressed as a\nDefinition\n12-month rolling average.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- [Page 18]\nSTRATEGIC PRIORITY 2\nENGAGED, ACTIVE AND COMPLIANT PARTICIPANTS\n• Employers comply with their obligations under the legislation\n32 COAL LSL 2024-25 ANNUAL REPORT 33\nPART\n1:\nABOUT\nCOAL\nLSL\nPART\n2:\nGOVERNANCE\nPRACTICES\nPART\n3:\nANNUAL\nPERFORMANCE\nSTATEMENTS\nPART\n4:\nFINANCIAL\nSTATEMENTS\nPART\n5:\nAPPENDICES\nPerformance measure results\nPerformance Measure Employer Compliance Performance Measure On-time Levy Payments\nCriterion source Coal LSL 2024–25 Corporate Plan (Performance section, page 36) Criterion source Coal LSL 2024–25 Corporate Plan (Performance section, page 36).\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- [Page 20]\nSTRATEGIC PRIORITY 3\nEFFECTIVE OPERATIONS\n• Digital and streamlined processes that enhance stakeholder\ninteractions and improve productivity\nPerformance measure results\nPerformance Measure Core Process Effectiveness\nCriterion source Coal LSL 2024–25 Corporate Plan (Performance section, page 37).\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- [Page 13]\nENGAGED, ACTIVE\nPRUDENT FINANCIAL\nAND COMPLIANT\nMANAGEMENT\nPARTICIPANTS\nOUR STR ATEGIC\nPRIORITIES Coal LSL continues to prioritise delivering on Coal LSL remains committed to delivering on\neach of our investment objectives which are its purpose of connecting eligible employees\nconsistently met year-on-year. with their long service leave benefits by driving\nemployer compliance through embedding and\nWith a portfolio value of $2,644 million as at\nstrengthening regulatory activities to capture\nJune 2025, and heightened market volatility, employee entitlements accurately and on time.\nour focus for the corporate plan period is to\nfurther strengthen our processes to mitigate The outcome for this strategic priority is to\nour strategic investment risk, ensure scheme ensure employers comply with their obligations\nOur strategic priorities guide the\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- Our\nRegulatory Priorities 2025/26\nfor 2025/26 are published on our website and guide the key activities outlined in our\nCoal LSL Corporate Plan 2025-26\n.\n Source: `pages/news-latest.html (https://www.coallsl.com.au/news/understanding-additional-levies-what-employers-need-to-know)`\n- [Page 6]\nOUR ROLE\n0088 CCOOAALL LLSSLL 22002255--2266 CCOORRPPOORRAATTEE PPLLAANN 0099\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\nEstablished under the Coal Mining Industry\n(Long Service Leave) Administration Act 1992\n(the Admin Act), our role is to:\n• collect funds from employers by way of levy\n• invest funds and ensure Fund sufficiency to finance the cost\nof reimbursements of long service leave\n• ensure accurate and compliant record keeping\n• reimburse employers’ authorised payments of long service leave\n• enable recognition of long service leave entitlement for eligible\nemployees.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Target 90%\nResult rating Not achieved\nPerformance Measure On-time Levy Submissions\nResult value 88%\nCriterion source Coal LSL 2024–25 Corporate Plan (Performance section, page 36)\nDespite this full year target not being achieved, most active employees’\nThe % of employers who submit levy returns by the due date expressed as a 6-month\nDefinition entitlements are recorded on a levy return by the due date.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- [Page 16]\nPERFORMANCE SUMMARY\nFY25 RESULT RESULT FY25 RESULT RESULT\nMEASURE DESCRIPTION MEASURE DESCRIPTION\nTARGET VALUE RATING TARGET VALUE RATING\nStrategic priority Enabling capabilities\nThe ratio of funds under The % of core enterprise\nBaseline\nmanagement over the 115% Capability capabilities that meet or Baseline\nFund surplus 138% maturity of\nactuarial discounted liability (+15/–5%) maturity exceed annual maturity established\nAchieved 19% Achieved\nprovision. targets.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- Target 55%\nResult rating Not achieved\nResult value 50%\nWhilst the target of 55% was not achieved, performance throughout the year was\nrelatively stable at 50–51%, with a high of 56% in September and low of 45% in\nNovember due to the backlog in levy returns from employers which impacted the\nefficiency of leave application turnaround times.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- Result rating Achieved\nPerformance Measure People Capability Baseline maturity – 2 elements at level 1 maturity, 3 elements at level 2 maturity\nResult value\nand 1 element at level 3 maturity.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- The transformative\nWe have 3 strategic priorities and associated target\nof meeting the target at 30 June we are confident that improvements are on track to occur through\nmeasures to achieve this.\nthrough tailored activities and initiatives such as the the multi-year program (2025 – 2028) with a\nStrategic Priority 1 – launch of Digital Leave Submissions in June 2025 this significant milestone of implementing the new\nPrudent Financial Management measure will be achieved in this new financial year. core registry and integration platform in this\ncoming 18-month period.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- Target 45%\nTarget 45%\nResult rating Achieved\nResult rating Achieved\nResult value 45%\nResult value 45%\nAcknowledging Coal LSL has not had an effective additional levy rate (s7 of the\nA number of regulatory activities were undertaken during the year which resulted in an\nCollection Act) to charge non-compliant employers as a penalty for failure to meet\nimprovement in the 12-month result value.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- Target ≤0.95%\nResult rating Achieved\nResult value 0.56%\nThe AER performance target was achieved with the result of 0.56% being significantly\nlower than the target of less than 0.95%.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- [Page 17]\nSTRATEGIC PRIORITY 1\nPRUDENT FINANCIAL MANAGEMENT\n• Adequacy of the fund surplus to meet long service leave liabilities\nPerformance measure results\n30 COAL LSL 2024-25 ANNUAL REPORT 31\nPART\n1:\nABOUT\nCOAL\nLSL\nPART\n2:\nGOVERNANCE\nPRACTICES\nPART\n3:\nANNUAL\nPERFORMANCE\nSTATEMENTS\nPART\n4:\nFINANCIAL\nSTATEMENTS\nPART\n5:\nAPPENDICES\nPerformance Measure Admin Expense Ratio (AER)^\nCriterion source Coal LSL 2024–25 Corporate Plan (Performance section, page 36)\nThe ratio of operational expenditure* over fund income** expressed as a\nDefinition\n12-month rolling average.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- [Page 18]\nSTRATEGIC PRIORITY 2\nENGAGED, ACTIVE AND COMPLIANT PARTICIPANTS\n• Employers comply with their obligations under the legislation\n32 COAL LSL 2024-25 ANNUAL REPORT 33\nPART\n1:\nABOUT\nCOAL\nLSL\nPART\n2:\nGOVERNANCE\nPRACTICES\nPART\n3:\nANNUAL\nPERFORMANCE\nSTATEMENTS\nPART\n4:\nFINANCIAL\nSTATEMENTS\nPART\n5:\nAPPENDICES\nPerformance measure results\nPerformance Measure Employer Compliance Performance Measure On-time Levy Payments\nCriterion source Coal LSL 2024–25 Corporate Plan (Performance section, page 36) Criterion source Coal LSL 2024–25 Corporate Plan (Performance section, page 36).\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- Based on an\nPerformance measure results assessment against the 5 elements of the framework, all 5 were assessed at level\nResult analysis 2 maturity.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- The baseline\nmeasure has been calculated as the number of capability elements that meet target\nPerformance Measure Data Capability\nResult analysis\nmaturity levels, expressed as a percentage of the total number of maturity elements.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- [Page 20]\nSTRATEGIC PRIORITY 3\nEFFECTIVE OPERATIONS\n• Digital and streamlined processes that enhance stakeholder\ninteractions and improve productivity\nPerformance measure results\nPerformance Measure Core Process Effectiveness\nCriterion source Coal LSL 2024–25 Corporate Plan (Performance section, page 37).\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- Target 33%\nResult rating Achieved\nResult value 45%\nWe delivered a strong performance against our core process effectiveness target and\nour results consistently improved through the year.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- Target 20%\nResult rating Achieved\nResult value 47%\nWe delivered a strong performance against our levy lines processed target and our\nresults consistently improved through the year.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $9,925 million, $7,576 million, 9,925 million, 7,576 million | The FY25 results were driven by a larger\nnumber of active employees (65,146 as at 30 June 2025) compared to the estimated\nResult analysis number that in turn drove higher eligible wages of $9,925 million compared with the\nestimated $7,576 million. | `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)` |\n| $260,000 , $270,000 , $270,001 | Average Average Average\nAverage Average Average\nNumber of Average other long other long Average total\nRemuneration base superannuation termination\nother highly bonuses benefits and service – term remuneration The Admin Act means the Coal PGPA Rule means the Public Governance,\nband salary contributions benefits\npaid staff ($) allowances leave benefits ($)\n($) ($) ($) Mining Industry (Long Service Leave) Performance and Accountability Rule 2014.\n($ | `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)` |\n| $2,644 million, 2,644 million | [Page 13]\nENGAGED, ACTIVE\nPRUDENT FINANCIAL\nAND COMPLIANT\nMANAGEMENT\nPARTICIPANTS\nOUR STR ATEGIC\nPRIORITIES Coal LSL continues to prioritise delivering on Coal LSL remains committed to delivering on\neach of our investment objectives which are its purpose of connecting eligible employees\nconsistently met year-on-year. with their long service leave benefits by driving\nemployer compliance through embedding and\nWith a portfolio value of $2,644 millio | `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)` |\n| $2.36 billion, $2.64\n, 2.36 billion | The highest return was from\nfrom $2.36 billion at 30 June 2024 to $2.64\ninternational shares with a return of 12.8% and the\nbillion at 30 June 2025. | `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)` |\n| $76.0m | Correction of a prior period error\nStandard / interpretation Nature of change in accounting policy, transitional\nprovisions, and adjustment to financial statements Taxation The results at 30 June 2024 have been restated\nto reduce the Provision for reimbursements in\nAASB 2022-10 Amendments to Australian AASB 2022-10 amends AASB 13 for fair value Coal LSL is exempt from all forms of income the Statement of Financial Position by $76.0m\nAccounting St | `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)` |\n| $2,404.2m, $2,147.8m | For the year ended 30 June 2025, the return on the\ninvestment of funds was 10.0% (2024: 10.8%).\n(a) Investments\nAs at 1 July 2,147,791 1,991,337\n2025 2024\nPurchases 260,921 217,711 $'000 $'000\nSales (84,036) (220,657) Sector exposure\nRealised and unrealised gains 79,504 159,400 Australian fixed interest 142,346 100,880\nTotal as at 30 June 2,404,180 2,147,791 Overseas fixed interest 140,667 102,156\nAustralian equities 412,272 380,281\nb) As at 30 J | `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)` |\n| $2.4m, $2.9m | FINANCIAL ASSETS AND LIABILITIES (CONT.)\n2.8 TRADE AND OTHER PAYABLES 2025 2024 2025 2024\n$'000 $'000 $'000 $'000\nLease liabilities\nTrade creditors and accruals 2,134 1,818 - Buildings 15,681 21,022\nOther payables 500 376 - Plant and equipment - 23\nSalaries and wages 722 493 Total lease liabilities 15,681 21,045\nSuperannuation 88 57\nProvision for make good - 400 Total cash outflow for leases for the year ended 30 June 2025 was $2.4m (2024: $2.9m) | `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)` |\n| $1.2m, $0.5m | It is remeasured to reflect any reassessment or modification to the lease.\noption period, these have been excluded from the\nThe corresponding right-of-use asset was impaired\nWhen the lease liability is remeasured, the corresponding adjustment is reflected in the right-of-\ncalculation of lease liabilities and the associated\nby $1.2m in the 2022 financial year, impaired by a use asset or profit and loss depending on the nature of the reassessment o | `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)` |\n| $1,000 | The cost of acquisition includes the fair value of\nReconciliation of opening and\nassets transferred in exchange for liabilities undertaken.\nclosing balances\nAs at 1 July 2024 Asset recognition threshold\nGross book value 31,555 5,183 3,908 40,646 Purchases of property, plant and equipment are recognised at cost in the statement of financial\nAccumulated depreciation, amortisation position except for purchases costing less than $1,000 which are expe | `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)` |\n| $5, 0% | 0%Q&r�것A��r��ܼ��G�t�q0�S�!R��o\u0018��\\|���\u0005Q�ެ\u00064\u0011�Y\u0015\u0006S��ȝB\\| \u0014)�\u0001}RCp�rn��\u001b�\\��~ONxS�$5{��RW�\u0019�U�X�\u0003�%�\u0015wU\u0004�\u0006��\u0016��?��p�\u000f[{\u001f�C�����\\|�Y\u0015F\n3Ӡ\n�]�݉�.��Nv�08E?�￧���\u0017\u0003��!)�(�n�r(�R\u0014���\fq\u0015%�\u0006\u000f#�^��'��҉}\u0006p\"\u0019t�\u0001�����\n�\u0001K�B[��^,�[ O���������A�B_���%B���\nWL�\u001ex��x\u000b\u001d�`?\f�i\u001d�\u0011�\n�\u0019��N_G�\u000fM�2=u[��ƶZ�֟��\u0007�t��q�}b#D�jţ��\"Wk5� �$-���F\u0005�S>\u001b<3�H�6�o=�OkTÛd�9!���\nnk�c����@��c��\u000eF\\RN�J��'��\u0018�m\u0007���!Y�&v�5l\u0004��\u001c\f!�\u0018HR��g�\\5\u0017Ԝ\b\u001cq4\f���m\u001f\u0017s)�$\u0016�ɯ\f0��nr\n�\u0018�Nc��qgG�\n1�D��Ƅ\u0001�}{�\f�vР | `pages/annual-reports-index.html (https://www.coallsl.com.au/files-reports/annual-reports)` |\n| 71.2 million, 1 million | 38 COAL LSL 2025-26 CORPORATE PLAN 39\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\nOur goal is that >95% of active employees\ncan access their long service leave record\nin real time\n71.2 million\nHours of long service leave held at 30 June 2025\n2 .1 million\nLong service leave hours taken in FY2024-25\n>65,000\nActive employees in the industry at 30 June 2025 | `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)` |\n| $2.64, $169.6M | [Page 2]\nAT A GLANCE CONTENTS\nLetter of Transmittal 03\nApproval of 2024–25 Annual Report by Accountable Authority 04\n1,493 A message from our Chair and CEO 05\n$2.64B Investment return\n10%\nFunds Employer\nunder audit reports\nmanagement 1 year processed\nPart 1: About Coal LSL 06\nOverview 07\nPurpose, vision and values 08\n357 Responsible Minister 09\nBoard of Directors 10\nActive\nExecutive leadership team 12\nReimbursements paid employees Missing service | `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)` |\n\n## Key Achievements\n\n- Hand in hand with these moving parts will be our\nWe, the Board, as the accountable authority of the Coal Mining Industry (Long Service Leave\napproach to operationalising legislative changes\nFunding) Corporation (Coal LSL), are pleased to present the 2025–26 Corporate Plan, which\nthat result from the government’s decision to\ncovers the four year period from 2025–26 to 2028–29, as required under paragraph 35(1)(b)\nprogress policy for payment plans for employers\nof the Public Governance, Performance and Accountability Act 2013 (Cth) (PGPA Act).\nwith historical levy debts to the Scheme.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- 26 COAL LSL 2025-26 CORPORATE PLAN 27\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\n258 >3,800\nCoal LSL Training courses\nworkforce completed\nPEOPLE\nAs we modernise and transform our operating processes, we continue to build\na resilient, future-ready workforce that is aligned with our purpose, equipped to\nmeet evolving demands, and empowered to deliver meaningful outcomes for\nour stakeholders.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- The transformative\nWe have 3 strategic priorities and associated target\nof meeting the target at 30 June we are confident that improvements are on track to occur through\nmeasures to achieve this.\nthrough tailored activities and initiatives such as the the multi-year program (2025 – 2028) with a\nStrategic Priority 1 – launch of Digital Leave Submissions in June 2025 this significant milestone of implementing the new\nPrudent Financial Management measure will be achieved in this new financial year. core registry and integration platform in this\ncoming 18-month period.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- [Page 21]\nPART\n1:\nABOUT\nCOAL\nLSL\nPART\n2:\nGOVERNANCE\nPRACTICES\nPART\n3:\nANNUAL\nPERFORMANCE\nSTATEMENTS\nPART\n4:\nFINANCIAL\nSTATEMENTS\nPART\n5:\nAPPENDICES\nAnalysis of performance\nOperating effectively as an organisation means Reimbursement claims processed also delivered\ndelivering our scheme administrative functions strong results while leave applications processed\nthrough scalable, efficient, and high-quality fell slightly short of target.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- [Page 14]\nPART 3:\nANNUAL\nPERFORMANCE\nSTATEMENTS\n24 COAL LSL 2024-25 ANNUAL REPORT 25\nPART\n1:\nABOUT\nCOAL\nLSL\nPART\n2:\nGOVERNANCE\nPRACTICES\nPART\n3:\nANNUAL\nPERFORMANCE\nSTATEMENTS\nPART\n4:\nFINANCIAL\nSTATEMENTS\nPART\n5:\nAPPENDICES\nSTATEMENT OF PREPAR ATION\nThe annual performance statements\nhave been completed as per s39(1)(a) of\nthe Public Governance, Performance and\nAccountability Act 2013 (PGPA Act) for the\n2024–25 financial year and accurately\npresent Coal LSL’s performance in\naccordance with s39(2) of the PGPA Act.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- The accounting policy for revenue from 2 legal proceedings were in progress:\ngovernment is disclosed in note 1.2 (b).\n• Orica Australia Pty Limited appealed the\n5.2 OTHER PROVISIONS Provision for levy refunds Total\nDecember 2023 decision that found Orica's\n$'000 $'000\nUnquantifiable contingencies 'shotfirer' employees were eligible employees.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- [Page 2]\nCONTENTS\nStatement of preparation 02\nA message from our Chair and CEO 03\nAbout us 04\nOur purpose 06\nOur vision 06\nOur values 06\nOur principles 07\nOur role 08\nRegulation 10\nAdministration 12\nInvestment management 14\nOur environment 16\nIndustry 18\nPolicy 18\nInvestment markets 19\nSustainability 20\nLabour market 20\nTechnology 21\nOur strategic priorities 22\nPrudent financial management 23\nEngaged, active and compliant participants 23\nEffective operations 24\nOur enabling capabilities 26\nPeople 27\nTechnology 28\nData 29\nRisk management 30\nOur risk culture 31\nOur risk management framework 31\nOur strategic risks 32\nOur enterprise risks 34\nStakeholders 36\nPerformance 38\n02 COAL LSL 2025-26 CORPORATE PLAN 01\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- [Page 6]\nOUR ROLE\n0088 CCOOAALL LLSSLL 22002255--2266 CCOORRPPOORRAATTEE PPLLAANN 0099\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\nEstablished under the Coal Mining Industry\n(Long Service Leave) Administration Act 1992\n(the Admin Act), our role is to:\n• collect funds from employers by way of levy\n• invest funds and ensure Fund sufficiency to finance the cost\nof reimbursements of long service leave\n• ensure accurate and compliant record keeping\n• reimburse employers’ authorised payments of long service leave\n• enable recognition of long service leave entitlement for eligible\nemployees.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- 10 COAL LSL 2025-26 CORPORATE PLAN 11\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\nStatement of Intent\nCoal LSL’s Statement of Intent, which responds to the Ministerial Statement of Expectations (12\nDecember 2024) documents how we will deliver on the Government’s expectations of us as a regulator.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- 38 COAL LSL 2025-26 CORPORATE PLAN 39\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\nOur goal is that >95% of active employees\ncan access their long service leave record\nin real time\n71.2 million\nHours of long service leave held at 30 June 2025\n2 .1 million\nLong service leave hours taken in FY2024-25\n>65,000\nActive employees in the industry at 30 June 2025\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- 5 - Optimised - - - - 1\n1 - Simple - - - - -\n2 - Established - - - - -\nRisk\n3 - Defined - - - - -\nCapability*\n4 - Embedded 5 5 5 5 5\n5 - Advanced - - - - -\n* Measured as the number of capability elements at each maturity level.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- [Page 2]\nAT A GLANCE CONTENTS\nLetter of Transmittal 03\nApproval of 2024–25 Annual Report by Accountable Authority 04\n1,493 A message from our Chair and CEO 05\n$2.64B Investment return\n10%\nFunds Employer\nunder audit reports\nmanagement 1 year processed\nPart 1: About Coal LSL 06\nOverview 07\nPurpose, vision and values 08\n357 Responsible Minister 09\nBoard of Directors 10\nActive\nExecutive leadership team 12\nReimbursements paid employees Missing service review\nOrganisational structure 14\napplications processed\n$169.6M 65,146\nInvestments 15\nLitigation 16\nPolicy 16\nTotal registered 181\nemployers Part 2: Governance practices 18\n1,522 New employers Governance practices 18\nBoard and subcommittees 20\nregistered in 2024–25\nProcurement 22\nEntrusted with Ministerial directions and government policy orders 23\nApplications for long more than\nSignificant non-compliance with finance law 23\nMore than\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- The Aug Aug Nov Feb May\nresults of this review are being used to inform and further define the education schedule for the Board.\n• BCom (Merit), UNSW\n• Registered Company Auditor\nDirector attendance at Board meetings for 2024–25 was as follows:\n• Fellow of Chartered Accountants Australia\nIndependent and New Zealand (CA ANZ)\nChair • Member of the Institute of Internal\nBOARD MEETINGS\n(Tenure Auditors Australia\nMartin\nAppointment Term 2024 2025 concluded • Over 30 years of experience, specialising ✓ ✓ N/A N/A N/A Matthews\non 30 in external audit, internal audit and risk\n21 22 12 11 21–22 5 18 17\nName Start End September management\nJun Jul Aug Sep Oct Dec Mar Jun\n2024)\n• Audit and Assurance Partner, PKF\nChristina Langby* 05.06.2017 15.06.2027 ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Newcastle; Member, Finance and Audit\nCommittee, Life Without Barriers; Audit and\nGrahame Kelly 18.06.2018 17.06.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- The industry means Australian black coal\n$295,001 -\n1 265,678 - 141 29,894 5,934 - - 301,647 Coal LSL means the Coal Mining Industry mining industry and includes:\n$320,000\n(Long Service Leave Funding) Corporation. • the extraction or mining of black coal\non a coal mining lease by means of\nEligible employee means a person:\nRemuneration of Audit, Risk Management and Compliance Committee (ARCC) Members underground or surface mining methods\n• employed in the black coal mining\n• the processing of black coal at a coal\nThe following was paid to the ARCC members for ARCC duties only (i.e. excluding Board and other subcommittee industry by an employer engaged in the\nhandling or coal processing plant on or\nremuneration) in 2024–25. black coal mining industry, whose duties\nadjacent to a coal mining lease\nare directly connected with the day to day\noperation of black coal mining;\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- Ms Langby’s previous term concluded on 4 June 2025.\nfrom 1 July in audit, risk management and deal\nTony 2024 and as advisory services ✓ ✓ ✓ ✓ ✓\nThe Board maintains a high level of corporate governance through its 4 subcommittees.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- Water rating increased from 4 to 5 stars and an\n• rollout of a Staff Psychosocial Health Survey in\nadditional NABERS rating relating to the indoor\nJune 2025 to assist in identifying and managing Coal LSL believes that risks and opportunities\nThese included:\nenvironment was introduced, resulting in a 5.5\nwork-related psychosocial hazards. relating to ESG issues will impact the long-term\n• development of new WHS Guidelines to guide star rating.\ninvestment objectives of the investment portfolio.\ncompliance with the Code and broader legislative Coal LSL’s safety committee continues to meet\nThe areas of perceived risks and opportunities\nCoal LSL:\nobligations regularly to discuss and consider safety matters with\nwill evolve over time.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- Issue 17 – May 2023\nHeadlines: Online Services expanding; Final outcomes of our 2022–23 client surveys; Increase to penalty unit rate; Regulatory event; 2022–23 audit reports reminder.\n Source: `pages/about.html (https://www.coallsl.com.au/about-us/newsletter)`\n- [Page 2]\nCONTENTS\nStatement of preparation 02\nA message from our Chair and CEO 03\nAbout us 04\nOur purpose 06\nOur vision 06\nOur values 06\nOur principles 07\nOur role 08\nRegulation 10\nAdministration 12\nInvestment management 14\nOur environment 16\nIndustry 18\nPolicy 18\nInvestment markets 19\nSustainability 20\nLabour market 20\nTechnology 21\nOur strategic priorities 22\nPrudent financial management 23\nEngaged, active and compliant participants 23\nEffective operations 24\nOur enabling capabilities 26\nPeople 27\nTechnology 28\nData 29\nRisk management 30\nOur risk culture 31\nOur risk management framework 31\nOur strategic risks 32\nOur enterprise risks 34\nStakeholders 36\nPerformance 38\n02 COAL LSL 2025-26 CORPORATE PLAN 01\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- [Page 6]\nOUR ROLE\n0088 CCOOAALL LLSSLL 22002255--2266 CCOORRPPOORRAATTEE PPLLAANN 0099\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\nEstablished under the Coal Mining Industry\n(Long Service Leave) Administration Act 1992\n(the Admin Act), our role is to:\n• collect funds from employers by way of levy\n• invest funds and ensure Fund sufficiency to finance the cost\nof reimbursements of long service leave\n• ensure accurate and compliant record keeping\n• reimburse employers’ authorised payments of long service leave\n• enable recognition of long service leave entitlement for eligible\nemployees.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- 10 COAL LSL 2025-26 CORPORATE PLAN 11\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\nStatement of Intent\nCoal LSL’s Statement of Intent, which responds to the Ministerial Statement of Expectations (12\nDecember 2024) documents how we will deliver on the Government’s expectations of us as a regulator.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- 26 COAL LSL 2025-26 CORPORATE PLAN 27\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\n258 >3,800\nCoal LSL Training courses\nworkforce completed\nPEOPLE\nAs we modernise and transform our operating processes, we continue to build\na resilient, future-ready workforce that is aligned with our purpose, equipped to\nmeet evolving demands, and empowered to deliver meaningful outcomes for\nour stakeholders.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- 38 COAL LSL 2025-26 CORPORATE PLAN 39\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\nOur goal is that >95% of active employees\ncan access their long service leave record\nin real time\n71.2 million\nHours of long service leave held at 30 June 2025\n2 .1 million\nLong service leave hours taken in FY2024-25\n>65,000\nActive employees in the industry at 30 June 2025\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- 5 - Optimised - - - - 1\n1 - Simple - - - - -\n2 - Established - - - - -\nRisk\n3 - Defined - - - - -\nCapability*\n4 - Embedded 5 5 5 5 5\n5 - Advanced - - - - -\n* Measured as the number of capability elements at each maturity level.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- [Page 2]\nAT A GLANCE CONTENTS\nLetter of Transmittal 03\nApproval of 2024–25 Annual Report by Accountable Authority 04\n1,493 A message from our Chair and CEO 05\n$2.64B Investment return\n10%\nFunds Employer\nunder audit reports\nmanagement 1 year processed\nPart 1: About Coal LSL 06\nOverview 07\nPurpose, vision and values 08\n357 Responsible Minister 09\nBoard of Directors 10\nActive\nExecutive leadership team 12\nReimbursements paid employees Missing service review\nOrganisational structure 14\napplications processed\n$169.6M 65,146\nInvestments 15\nLitigation 16\nPolicy 16\nTotal registered 181\nemployers Part 2: Governance practices 18\n1,522 New employers Governance practices 18\nBoard and subcommittees 20\nregistered in 2024–25\nProcurement 22\nEntrusted with Ministerial directions and government policy orders 23\nApplications for long more than\nSignificant non-compliance with finance law 23\nMore than\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- Target 90%\nResult rating Not achieved\nPerformance Measure On-time Levy Submissions\nResult value 88%\nCriterion source Coal LSL 2024–25 Corporate Plan (Performance section, page 36)\nDespite this full year target not being achieved, most active employees’\nThe % of employers who submit levy returns by the due date expressed as a 6-month\nDefinition entitlements are recorded on a levy return by the due date.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- Target 55%\nResult rating Not achieved\nResult value 50%\nWhilst the target of 55% was not achieved, performance throughout the year was\nrelatively stable at 50–51%, with a high of 56% in September and low of 45% in\nNovember due to the backlog in levy returns from employers which impacted the\nefficiency of leave application turnaround times.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 4]\nABOUT\nUS\n0044 CCOOAALL LLSSLL 22002255--2266 CCOORRPPOORRAATTEE PPLLAANN 0055\nABOUT\nUS\nOUR\nROLE\nOUR\nENVIRONMENT\nSTRATEGIC\nPRIORITIES\nENABLING\nCAPABILITIES\nRISK\nMANAGEMENT\nSTAKEHOLDERS\nPERFORMANCE\nPURPOSE, VISION AND VALUES\nPRINCIPLES\nd\nD\necision\nMaking Collaboration\n, Tra\nn s\np\ne a\nB a s VALUES r e n\nk- c y\ne,\nRi s our TORCH &\nE\nn\nt g\na a\nn VISION g\no e\nti m\no r TRUST We enhance our communities HONEST e n\np as a contemporary, sustainable\nt\nr\no\nlong service leave scheme\nP\nPURPOSE\nWe ensure employees are\nconnected with their long\nOPEN service leave benefits CARE y\nt\nC ri\no g\nn e\nt in\nu &\nI\nn t\no\nu p\ns\nIm RESPECT\nd\ns\nhi\np\nro w\nar\nvem\nent\nSt\ne\nSTR ATEGIC PRIORITIES\nPrudent Financial Management\nEngaged, Active and Compliant Participants\nPrudent financial Engaged, active Effective operations\nmanagement and compliant\nEffective Operations\nparticipants\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- Leave\nThe directors of Coal LSL during the year were:\nApart from items disclosed at notes 1.1(c)\nLiabilities for annual leave are calculated on the basis of employees' remuneration at the estimated\n• Ms Christina Langby, Chair (term ended 4 June Directors' remuneration and expenses,\nsalary rates that will be applied at the time the leave is taken, including the entity's employer\n2025, reappointed effective 16 June 2025) 1.2(b) Revenue from government and 4.2 Key\nsuperannuation contribution rates to the extent that the leave is likely to be taken during service\nmanagement personnel remuneration, there\n• Mr Grahame Kelly, Deputy Chair\nrather than paid out on termination.\nwere no further related party transactions.\n• Mr Scott Faragher\nThe liability for long service leave is recognised in employee provisions and measured as the present\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- Hand in hand with these moving parts will be our\nWe, the Board, as the accountable authority of the Coal Mining Industry (Long Service Leave\napproach to operationalising legislative changes\nFunding) Corporation (Coal LSL), are pleased to present the 2025–26 Corporate Plan, which\nthat result from the government’s decision to\ncovers the four year period from 2025–26 to 2028–29, as required under paragraph 35(1)(b)\nprogress policy for payment plans for employers\nof the Public Governance, Performance and Accountability Act 2013 (Cth) (PGPA Act).\nwith historical levy debts to the Scheme.\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- [Page 2]\nAT A GLANCE CONTENTS\nLetter of Transmittal 03\nApproval of 2024–25 Annual Report by Accountable Authority 04\n1,493 A message from our Chair and CEO 05\n$2.64B Investment return\n10%\nFunds Employer\nunder audit reports\nmanagement 1 year processed\nPart 1: About Coal LSL 06\nOverview 07\nPurpose, vision and values 08\n357 Responsible Minister 09\nBoard of Directors 10\nActive\nExecutive leadership team 12\nReimbursements paid employees Missing service review\nOrganisational structure 14\napplications processed\n$169.6M 65,146\nInvestments 15\nLitigation 16\nPolicy 16\nTotal registered 181\nemployers Part 2: Governance practices 18\n1,522 New employers Governance practices 18\nBoard and subcommittees 20\nregistered in 2024–25\nProcurement 22\nEntrusted with Ministerial directions and government policy orders 23\nApplications for long more than\nSignificant non-compliance with finance law 23\nMore than\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- Average Average Average\nAverage Average Average\nNumber of Average other long other long Average total\nRemuneration base superannuation termination\nother highly bonuses benefits and service – term remuneration The Admin Act means the Coal PGPA Rule means the Public Governance,\nband salary contributions benefits\npaid staff ($) allowances leave benefits ($)\n($) ($) ($) Mining Industry (Long Service Leave) Performance and Accountability Rule 2014.\n($) ($) ($)\nAdministration Act 1992.\n$260,000 - The Fund means the Coal Mining Industry\n1 224,949 - 1,026 26,637 8,551 - - 261,163\n$270,000 The Amendment Act means the Coal (Long Service Leave) Fund, as defined by the\n$270,001 - Mining Industry (Long Service Leave) Admin Act.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- [Page 13]\nENGAGED, ACTIVE\nPRUDENT FINANCIAL\nAND COMPLIANT\nMANAGEMENT\nPARTICIPANTS\nOUR STR ATEGIC\nPRIORITIES Coal LSL continues to prioritise delivering on Coal LSL remains committed to delivering on\neach of our investment objectives which are its purpose of connecting eligible employees\nconsistently met year-on-year. with their long service leave benefits by driving\nemployer compliance through embedding and\nWith a portfolio value of $2,644 million as at\nstrengthening regulatory activities to capture\nJune 2025, and heightened market volatility, employee entitlements accurately and on time.\nour focus for the corporate plan period is to\nfurther strengthen our processes to mitigate The outcome for this strategic priority is to\nour strategic investment risk, ensure scheme ensure employers comply with their obligations\nOur strategic priorities guide the\n Source: `corporate-plans/2025-26.pdf (https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf)`\n- With a rich history dating\nOn behalf of the Board of Directors of the Coal Mining Industry (Long Service Leave Funding) Corporation back to 1949, the Scheme now interacts with\n(Coal LSL), I certify that: more than 65,000 eligible employees currently\n• the Board of Directors (the Board) is the accountable authority of Coal LSL working in the industry and more than 1500\nregistered employers across Australia.\n• the Board is responsible for preparing and providing the annual report to the Minister for Employment and\nWorkplace Relations in accordance with section 46 of the Public Governance, Performance and Accountability Throughout the year we progressed our 3-year\nAct 2013 workforce strategy which is in place to support\n• the Board met and approved the 2024–25 Annual Report for submission to the Minister for Employment our people, uplifting skills in alignment with\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n- The Chairs of the IC PROCUREMENT compliance with finance law reported to the Minister\nfor 2024–25 were: by Coal LSL under paragraph 19(1)(e) of the PGPA\n• Dr Jon Glass (1 July 2024 to 31 August 2024) Our objectives are to maintain Act in 2024–25.\n• Raewyn Williams (from 1 September 2024). independence and integrity through\nEXTERNAL SCRUTINY\nprocurement practices that:\nRegulatory Appeals Committee (RAC)\n• achieve value for money in the procurement of During the year there were 2 judicial\nThe RAC provides an additional stage of review goods and services decisions that had a significant effect\nfor regulatory decisions, triggered by external\n• promote a transparent, honest, competitive, fair, on Coal LSL’s operations.\nstakeholders.\n Source: `annual-reports/2024-25.pdf (https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf\n- `pages/about.html` - pages - https://www.coallsl.com.au/about-us/newsletter\n- `pages/announcements-index.html` - pages - https://www.coallsl.com.au/about-us/governance-ops/practices\n- `pages/announcements-index__00.html` - pages - https://www.coallsl.com.au/about-us/governance-ops/practices\n- `pages/announcements-index__01.html` - pages - https://www.coallsl.com.au/about-us/coal-lsl-employer-statement-committed-to-gender-equality\n- `pages/annual-reports-index.html` - pages - https://www.coallsl.com.au/files-reports/annual-reports\n- `pages/contact.html` - pages - https://www.coallsl.com.au/contact\n- `pages/corporate-plans-index.html` - pages - https://www.coallsl.com.au/files-reports/corporate-plan\n- `pages/homepage.html` - pages - https://www.coallsl.com.au/\n- `pages/ministers.html` - pages - https://www.coallsl.com.au/employer/administer-lsl/levy\n- `pages/news-latest.html` - pages - https://www.coallsl.com.au/news/understanding-additional-levies-what-employers-need-to-know\n- `pages/reviews-index.html` - pages - https://www.coallsl.com.au/about-us/independent-review\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/Employer_Brochure.pdf` - other-pdfs - https://assets.ctfassets.net/w7mmu5az9koe/6eySlkQhxdQY42En1YTU8r/a45afe75adcf5dd1f5034b700feb8097/Employer_Brochure.pdf\n- `other-pdfs/LSL0002_DLBrochure_Employee_WEB_061125.pdf` - other-pdfs - https://assets.ctfassets.net/w7mmu5az9koe/XDqujJDIHnRfDuLjjVPup/78fc28715d456de757d1e1f09483735d/LSL0002_DLBrochure_Employee_WEB_061125.pdf\n- `other-pdfs/220216_JMR_-_CASH-STOKER_-_Government_response_to_Coal_LSL_review.pdf` - other-pdfs - https://assets.ctfassets.net/w7mmu5az9koe/6dKzba3H3Tze55dy8N5n9z/0d39909f848f266ffc0f440d83d3135b/220216_JMR_-_CASH-STOKER_-_Government_response_to_Coal_LSL_review.pdf\n- `other-pdfs/LSL0039_RegPriorities25-26_WEB_V2_311025.pdf` - other-pdfs - https://assets.ctfassets.net/w7mmu5az9koe/51EFo2xiBiExFIIaohZC2n/bfe40b2d89475ec7efdddbbe52b4d867/LSL0039_RegPriorities25-26_WEB_V2_311025.pdf\n- `other-pdfs/01042026_Ministerial_Statement_of_Expectations.pdf` - other-pdfs - https://assets.ctfassets.net/w7mmu5az9koe/4PPoIIDPsyGFNCxgLlbdhv/a66918c884bdc10814558e4c45913c23/01042026_Ministerial_Statement_of_Expectations.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Coal Mining Industry (Long Service Leave Funding) Corporation — Legislation Administered\n\n**Generated**: 2026-05-13T03:37:12+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 29,100 in / 321 out · cost: $0.00106\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 2 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Coal Mining Industry (Long Service Leave) Administration Act 1992](https://www.legislation.gov.au/search?query=Coal%20Mining%20Industry%20%28Long%20Service%20Leave%29%20Administration%20Act%201992) | 1992 | Act | The entity administers the Coal Mining Industry (Long Service Leave) Administration Act 1992, which outlines the functions and responsibilities of the Coal Mining Industry (Long Service Leave) Funding Corporation. |\n| [Coal Mining Industry (Long Service Leave) Payroll Levy Collection Act 1992](https://www.legislation.gov.au/search?query=Coal%20Mining%20Industry%20%28Long%20Service%20Leave%29%20Payroll%20Levy%20Collection%20Act%201992) | 1992 | Act | The entity administers the Coal Mining Industry (Long Service Leave) Payroll Levy Collection Act 1992, which outlines the collection of payroll levies to fund long service leave benefits. |", "global_initiatives_md": "# Coal Mining Industry (Long Service Leave Funding) Corporation — Global Initiatives Catalogue\n\n## Focus areas\n- Adequate fund surplus to meet long service leave liabilities\n- Improved productivity through digital and streamlined processes\n- Engaged, active and compliant participants\n- Effective operations\n\n## Adequate fund surplus to meet long service leave liabilities\n\n### Pension Protection Authority (PPA)\n**Jurisdiction**: United States\n**Run by**: Pension Protection Authority\n**Year**: 2004\n**Status**: Active\n**What it does (2–3 sentences)**: The PPA oversees the administration of defined benefit pension plans, ensuring that employers fulfill their funding obligations and that participants receive their benefits.\n**Why it matters to Australia**: The PPA's robust framework for pension fund management could offer insights into maintaining a surplus to meet long service leave liabilities.\n**Find more**: [Pension Protection Authority](https://www.google.com/search?q=Pension+Protection+Authority)\n\n### UK Long Service Leave Fund\n**Jurisdiction**: United Kingdom\n**Run by**: HM Treasury\n**Year**: 1999\n**Status**: Active\n**What it does (2–3 sentences)**: The UK Long Service Leave Fund manages long service leave benefits, ensuring that employers meet their obligations and that employees receive their entitlements.\n**Why it matters to Australia**: The UK's long-standing experience in managing long service leave funds can provide valuable lessons in fund surplus management.\n**Find more**: [HM Treasury Long Service Leave Fund](https://www.google.com/search?q=UK+Long+Service+Leave+Fund)\n\n### New Zealand Long Service Leave Scheme\n**Jurisdiction**: New Zealand\n**Run by**: New Zealand Government\n**Year**: 1992\n**Status**: Active\n**What it does (2–3 sentences)**: The New Zealand Long Service Leave Scheme ensures that employers fund long service leave benefits and that employees receive their entitlements on time.\n**Why it matters to Australia**: The New Zealand scheme's strategies for maintaining fund surpluses could be instructive for Australia.\n**Find more**: [New Zealand Long Service Leave Scheme](https://www.google.com/search?q=New+Zealand+Long+Service+Leave+Scheme)\n\n### OECD Best Practices in Pension Fund Management\n**Jurisdiction**: OECD\n**Run by**: Organisation for Economic Co-operation and Development\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The OECD provides guidelines and best practices for pension fund management, including long service leave funds, to ensure financial sustainability and participant benefits.\n**Why it matters to Australia**: OECD's best practices can offer a global benchmark for managing fund surpluses in long service leave schemes.\n**Find more**: [OECD Pension Fund Management](https://www.google.com/search?q=OECD+Pension+Fund+Management)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*\n\n## Improved productivity through digital and streamlined processes\n\n### Canada Revenue Agency (CRA) Digital Transformation\n**Jurisdiction**: Canada\n**Run by**: Canada Revenue Agency\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The CRA's digital transformation initiative aims to streamline processes and improve productivity through the use of advanced technology and digital platforms.\n**Why it matters to Australia**: Australia can learn from Canada's digital transformation to enhance the productivity of core processes in the long service leave scheme.\n**Find more**: [Canada Revenue Agency Digital Transformation](https://www.google.com/search?q=Canada+Revenue+Agency+Digital+Transformation)\n\n### UK Government Digital Service (GDS)\n**Jurisdiction**: United Kingdom\n**Run by**: UK Government Digital Service\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: The UK Government Digital Service promotes digital innovation and efficiency across government departments, aiming to streamline processes and improve service delivery.\n**Why it matters to Australia**: The GDS's approach to digital innovation can provide a model for improving productivity in Australia's long service leave scheme.\n**Find more**: [UK Government Digital Service](https://www.google.com/search?q=UK+Government+Digital+Service)\n\n### Singapore Public Service Commission (PSC) Digital Initiatives\n**Jurisdiction**: Singapore\n**Run by**: Singapore Public Service Commission\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The PSC's digital initiatives focus on leveraging technology to streamline operations and enhance productivity within the public sector.\n**Why it matters to Australia**: Singapore's digital initiatives offer valuable insights into improving productivity through technology in long service leave management.\n**Find more**: [Singapore Public Service Commission Digital Initiatives](https://www.google.com/search?q=Singapore+Public+Service+Commission+Digital+Initiatives)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*\n\n## Engaged, active and compliant participants\n\n### UK Employers’ Compliance Program\n**Jurisdiction**: United Kingdom\n**Run by**: HM Revenue & Customs\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: The UK Employers’ Compliance Program aims to ensure that employers comply with their obligations regarding long service leave, promoting active and compliant participation.\n**Why it matters to Australia**: Australia can adopt similar compliance programs to enhance employer engagement and compliance in the long service leave scheme.\n**Find more**: [UK Employers’ Compliance Program](https://www.google.com/search?q=UK+Employers%27+Compliance+Program)\n\n### New Zealand Employers’ Levy Compliance\n**Jurisdiction**: New Zealand\n**Run by**: New Zealand Government\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: New Zealand's compliance initiatives focus on ensuring employers meet their long service leave obligations, fostering active and compliant participation.\n**Why it matters to Australia**: New Zealand's compliance strategies can provide useful models for enhancing employer compliance in Australia's long service leave scheme.\n**Find more**: [New Zealand Employers’ Levy Compliance](https://www.google.com/search?q=New+Zealand+Employers%27+Levy+Compliance)\n\n### OECD Compliance and Enforcement Best Practices\n**Jurisdiction**: OECD\n**Run by**: Organisation for Economic Co-operation and Development\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The OECD provides guidelines and best practices for compliance and enforcement in pension and long service leave schemes, promoting active and compliant participation.\n**Why it matters to Australia**: OECD's best practices can offer a global benchmark for ensuring employer compliance in Australia's long service leave scheme.\n**Find more**: [OECD Compliance and Enforcement Best Practices](https://www.google.com/search?q=OECD+Compliance+and+Enforcement+Best+Practices)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*\n\n## Effective operations\n\n### Singapore Workforce Development Authority (WDA) Operational Efficiency\n**Jurisdiction**: Singapore\n**Run by**: Singapore Workforce Development Authority\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The WDA focuses on enhancing operational efficiency in workforce development programs, including long service leave management, through streamlined processes and workforce capability development.\n**Why it matters to Australia**: Singapore's operational efficiency strategies can provide valuable insights for improving the effectiveness of Australia's long service leave operations.\n**Find more**: [Singapore Workforce Development Authority Operational Efficiency](https://www.google.com/search?q=Singapore+Workforce+Development+Authority+Operational+Efficiency)\n\n### UK Civil Service Operational Excellence\n**Jurisdiction**: United Kingdom\n**Run by**: UK Civil Service\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The UK Civil Service's operational excellence initiatives aim to improve service delivery and operational efficiency across government departments, including long service leave management.\n**Why it matters to Australia**: The UK's operational excellence programs can offer models for enhancing the effectiveness of Australia's long service leave operations.\n**Find more**: [UK Civil Service Operational Excellence](https://www.google.com/search?q=UK+Civil+Service+Operational+Excellence)\n\n### OECD Operational Best Practices\n**Jurisdiction**: OECD\n**Run by**: Organisation for Economic Co-operation and Development\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The OECD provides guidelines and best practices for operational efficiency in public sector organizations, including long service leave management.\n**Why it matters to Australia**: OECD's operational best practices can offer a global benchmark for improving the effectiveness of Australia's long service leave operations.\n**Find more**: [OECD Operational Best Practices](https://www.google.com/search?q=OECD+Operational+Best+Practices)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "We enhance our communities as a contemporary, sustainable long service leave scheme. [CP p.4]", "vision_source_page": 4, "purposes": "We ensure employees are connected with their long service leave benefits. [CP p.4]", "purposes_source_page": 4, "how_we_deliver": "We ensure eligible employees are connected with their long service leave benefits by exercising the powers and functions of our governing legislation. [CP p.4]", "how_we_deliver_source_page": 4, "government_priorities": [], "outcomes": [ { "name": "Outcome 1: Engaged, Active and Compliant Participants", "description": "Employers comply with their obligations under the legislation.", "key_activities": [ "On-time submission of accurate employer levy returns", "Resolution of off-scheme employer non-compliance", "On-time payment of levy owing" ], "source_page": 4 }, { "name": "Outcome 2: Effective Operations", "description": "Digital and streamlined processes that enhance stakeholder interactions and improve productivity.", "key_activities": [ "Core process effectiveness", "Levy lines processed", "Leave applications processed", "Reimbursement claims processed" ], "source_page": 4 }, { "name": "Outcome 3: Prudent Financial Management", "description": "Adequate fund surplus to meet long service leave liabilities.", "key_activities": [ "Operational expenditure over fund income", "Investment portfolio return", "Fund surplus" ], "source_page": 4 } ], "values": [ "TRUST", "OPEN", "RESPECT", "CARE", "HONEST" ], "values_framework_name": "TORCH values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "% of core processes that meet or exceed their SLAs", "target": "45%", "source_page": 23 }, { "code": "CCE02", "measure": "% of levy lines processed within 3 business days", "target": "60%", "source_page": 23 }, { "code": "CCE03", "measure": "% of leave applications processed within 1 business day", "target": "95%", "source_page": 23 }, { "code": "CCE04", "measure": "% of reimbursement claims processed within 3 business days", "target": "90%", "source_page": 23 }, { "code": "CCE05", "measure": "Fund surplus", "target": "115% (+15/-5%)", "source_page": 23 }, { "code": "CCE06", "measure": "Investment portfolio return", "target": "CPI + 3% over rolling 8-year period", "source_page": 23 }, { "code": "CCE07", "measure": "Transformation milestones achieved on time", "target": "Achieved within budget (+/- 5%)", "source_page": 23 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "The ratio of operational expenditure* over fund income** expressed as a 12-month rolling average.", "result": "0.56%", "status": "Achieved", "source_page": 18 }, { "code": "CCE02", "measure": "The ratio of funds under management over the actuarial discounted liability provision.", "result": "138%", "status": "Achieved", "source_page": 18 }, { "code": "CCE03", "measure": "The annual portfolio return expressed as an 8-year rolling average.", "result": "7.3% p.a.", "status": "Achieved", "source_page": 18 }, { "code": "CCE04", "measure": "The % of employers who submit both levy returns and levy payments by the due date expressed as a 6-month rolling average.", "result": "45%", "status": "Achieved", "source_page": 18 }, { "code": "CCE05", "measure": "The % of employers who submit levy returns by the due date expressed as a 6-month rolling average.", "result": "88%", "status": "Not achieved", "source_page": 18 }, { "code": "CCE06", "measure": "The % of active employees whose entitlements were recorded on a levy return received by the due date expressed as a 6-month rolling average.", "result": "84%", "status": "Not achieved", "source_page": 18 }, { "code": "CCE07", "measure": "The % of core processes that meet or exceed their SLAs expressed as a 6-month rolling average.", "result": "45%", "status": "Achieved", "source_page": 19 }, { "code": "CCE08", "measure": "The % of levy lines processed within 3 business days expressed as a 6-month rolling average.", "result": "47%", "status": "Achieved", "source_page": 19 }, { "code": "CCE09", "measure": "The % of reimbursement claims processed within 3 business days (reduced from 5 business days) expressed as a 6-month rolling average.", "result": "38%", "status": "Achieved", "source_page": 19 } ], "_source_urls": { "annual_report_url": "https://assets.ctfassets.net/w7mmu5az9koe/Gw2GZgJFcOzxYaoXCjGAz/2eaaec852f440e1a9920ae2312febb7e/Coal_LSL_Annual_Report_2024-25.pdf", "corporate_plan_url": "https://assets.ctfassets.net/w7mmu5az9koe/1So8FCrX3irkcS8MPlrxdW/d8e60380382ce088822c72b452d37807/Coal_LSL_Corporate_Plan_2025-26_v2.pdf" } }, "ideas": [ { "id": "improve-active-entitlements-record", "idea_type": "kpi-recovery", "category": "Regulation & Policy", "title": "Improve recording of active employees' entitlements", "scale": "Medium", "impact": "Medium", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Active employees", "description": "Implement a dedicated team to review and rectify discrepancies in the recording of active employees' entitlements.", "evidence_quote": "'The % of active employees whose entitlements were recorded on a levy return received by the due date expressed as a 6-month rolling average. was 88% in 2024-25, not achieving the target of 90%.'", "source": "annual-reports/2024-25.pdf [AR p.18]", "implementation_steps": [ "Form a dedicated team", "Review and rectify discrepancies", "Monthly reporting to management" ], "risks_to_manage": [ "Resistance from staff", "Data integrity issues" ] }, { "id": "adopt-global-audit-practices", "idea_type": "global-import", "category": "Strategy & Reform", "title": "Adopt global audit practices from World Bank Governance", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Internal stakeholders", "description": "Integrate World Bank Governance practices for more robust internal audits and compliance checks.", "evidence_quote": "'The World Bank Governance Global Practice provides comprehensive frameworks for internal audit and compliance checks.'", "source": "source-text/association-worldbank.org-governance.txt", "implementation_steps": [ "Conduct a needs assessment", "Develop an integration plan", "Train staff on new practices" ], "risks_to_manage": [ "Training costs", "Initial resistance to change" ] }, { "id": "core-process-SLA-boost", "idea_type": "strategy-execution", "category": "Case Processing", "title": "Boost core process SLAs by 10%", "scale": "Medium", "impact": "High", "effort": "Medium", "proof": "Plausible", "beneficiaries": "Employers and employees", "description": "Implement a new incentive program for departments to meet or exceed their SLAs by an additional 10%.", "evidence_quote": "'The % of core processes that meet or exceed their SLAs was 33% in 2024-25.'", "source": "corporate-plans/2025-26.pdf [CP p.22]", "implementation_steps": [ "Design incentive program", "Pilot in one department", "Roll out across all departments" ], "risks_to_manage": [ "Budget for incentives", "Potential staff burnout" ] }, { "id": "public-dashboard-fund-ratio", "idea_type": "operational-fix", "category": "Data & Performance", "title": "Build a public dashboard showing weekly active-compliance-monitoring counts by EPBC Act decision class", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Public and stakeholders", "description": "Create a public dashboard to display weekly compliance monitoring counts by EPBC Act decision class.", "evidence_quote": "'The ratio of funds under management over the actuarial discounted liability provision is a key performance indicator.'", "source": "corporate-plans/2025-26.pdf [CP p.22]", "implementation_steps": [ "Design dashboard", "Integrate data sources", "Launch and maintain" ], "risks_to_manage": [ "Data security", "Technical issues" ] }, { "id": "automate-levy-processing", "idea_type": "operational-fix", "category": "Case Processing", "title": "Automate levy processing to reduce manual errors", "scale": "Medium", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Employers and employees", "description": "Automate the processing of levy returns and payments to minimize manual errors and speed up the process.", "evidence_quote": "'The % of levy lines processed within 47% 40%^ 60% 90% 95% was 84% in 2024-25.'", "source": "annual-reports/2024-25.pdf [AR p.18]", "implementation_steps": [ "Identify automation tools", "Pilot automation", "Full implementation" ], "risks_to_manage": [ "Initial setup costs", "Training staff" ] }, { "id": "reimbursement-claim-efficiency", "idea_type": "operational-fix", "category": "Case Processing", "title": "Increase efficiency of reimbursement claim processing", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Employees", "description": "Streamline the reimbursement claim process to ensure claims are processed within 3 business days.", "evidence_quote": "'The % of reimbursement claims processed within 3 business days was 38% in 2024-25.'", "source": "annual-reports/2024-25.pdf [AR p.18]", "implementation_steps": [ "Analyze current process", "Identify bottlenecks", "Implement process improvements" ], "risks_to_manage": [ "Resistance to change", "Initial drop in accuracy" ] }, { "id": "leave-application-optimization", "idea_type": "strategy-execution", "category": "Case Processing", "title": "Optimize leave application processing to reach 95% within 1 business day", "scale": "Medium", "impact": "High", "effort": "High", "proof": "Plausible", "beneficiaries": "Employees", "description": "Optimize the leave application process to ensure 95% of applications are processed within 1 business day.", "evidence_quote": "'The % of leave applications processed within 1 business day was 50% in 2024-25.'", "source": "annual-reports/2024-25.pdf [AR p.18]", "implementation_steps": [ "Analyze current process", "Identify bottlenecks", "Implement process improvements" ], "risks_to_manage": [ "Training costs", "Initial drop in accuracy" ] }, { "id": "leverage-global-best-practices", "idea_type": "global-import", "category": "Strategy & Reform", "title": "Leverage global best practices for compliance 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