Benchmarking our commitment

In reviewing and considering our own corporate governance practice, we consider the Public Sector Commission Guidelines as well as the application of ASX Corporate Governance Council principles within our own operating context. This table reflects the ASX Council’s Corporate Governance Principles and Recommendations, fourth edition. A summary of our commitment is provided against each of these principles, supported by information throughout the report.

We have been following with interest discussion around the development of the ASX proposed fifth edition of the principles and look forward to its release in 2025.

PSC Guidelines ASX Principles
(4th edition)		 Our Commitment
  1. Government and public sector relationship — The agency’s relationship with the government is clear
  We have structures in place to ensure clear lines of communication with the Minister, our Transport Portfolio partners and other government agencies including the capture and reporting of interactions.
  1. Management and oversight — The agency’s management has clear oversight and accountable and defined responsibilities
  1. Lay solid foundations for management and oversight — A listed entity should clearly delineate the respective roles and responsibilities of its board and management and regularly review their performance
Keeping WA Moving clearly outlines our aspiration, strategic areas of focus and values. Corporate Executive has a charter, oversights a Delegation of Authority Manual and Performance Agreements are in place across the organisation at all levels.
  1. Organisational structure — The agency’s structure serves its operations
  1. Structure the board to add value — A listed entity should have a board of an appropriate size, composition, skills and commitment to enable it to discharge its duties effectively
Corporate Executive is the peak governance body and is supported by several subcommittees. Details of their roles, achievements and overall performance are included throughout this report.
  1. Operations — The agency’s plans its operations to achieve its goals
   Our business planning and reporting process ensures that our activities are aligned with our strategic plan and achieving the outcomes for each of our services.
  1. Ethics and integrity — Ethics and integrity are embedded in the agency’s values and operations
  1. Instil a culture of action lawfully, ethically and responsibly — A listed entity should instil and continually reinforce a culture across the organisation of acting lawfully, ethically and responsibly
Our Integrity Framework and Code of Conduct ensure our commitment to professional behaviours that are consistent with our values and guiding principles. These are included in all inductions for new employees and contractors into the business.
  1. People — The agency’s leadership in people management contributes to individual and organisational achievements
   Workforce and succession planning is a high priority and we invest in leaders who challenge the status quo and seek to develop high performing teams. A culture of diversity, equity and inclusion is actively promoted and supported along with the creation of a physically and mentally safe workplace.
  1. Finance — The agency safeguards financial integrity and accountability
  1. Safeguard the integrity or corporate reports — A listed entity should have appropriate processes to verify the integrity of its corporate reports
Financial integrity is achieved through our Delegation of Authority, Financial Management Manual, Internal Audit Charter and internal processes. The Budget Committee reviews and manages our financial performance monthly.
  1. Communication — The agency communicates with all parties in a way that is accessible, open, and responsive
  1. Make timely and Balanced Disclosure — A listed entity should make timely and balanced disclosure of all matters concerning it that a reasonable person would expect, to have a material effect on the price or value of its securities
We are focused on providing timely, accurate and customer focussed communications to our customers and the community. We have high levels of engagement in conventional, digital and social media and have strong customer complaint handling in place including freedom of information and public interest disclosure procedures.
  1. Risk management — The agency identifies and manages its risks
  1. Recognise and manage risk — A listed entity should establish a sound risk management framework and periodically review the effectiveness of that framework
Risk Management is a part of our integrated annual business planning process. We work closely with our Transport Portfolio colleagues to ensure consistency and enable tracking of high priority risks.
Note: ASX Principle 6 – Respect the rights of security holders and Principle 8 – Remunerate fairly and responsibly are not appropriate in the context of a Statutory Authority such as Main Roads and are excluded from the table.
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