Corporate Plan

• Introduction
• Operating Context
• Our Approach to Performance
• Compliance
• Contact Details

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Introduction 

As the Accountable Authority of the Royal Australian Mint, I present the Mint’s 2025–26 to 2028–29 Corporate Plan, which has been developed against the requirement of section 35(1)(b) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act). 

Since officially opening in Canberra in 1965 to produce Australia’s coins as the nation transitioned to decimal dollars and cents in 1966, the Mint’s purpose today is to make coins and other minted products that serve the needs of the Australian economy, foreign countries, investors and collectors. As stewards of a thriving cultural institution, we showcase our nation’s stories through the national coin collection, as well as a world-class museum and gallery experience of which all Australians can be proud. 

While the use of cash and coins is changing, the Mint continues to play an important role as the custodian of the national coin collection, collecting and preserving a representative record of Australian coins for future generations. The Mint is also a major tourism attraction in Canberra, helping educate local and international visitors on Australian coin history and the production of coins. 

Our Corporate Plan outlines how we will deliver on our purpose over the four years from financial years 2025–26 to 2028–29. It also outlines the Mint’s strategic direction, and how it will mitigate enterprise risks. 

I look forward to reporting on the performance of the Mint against the Plan in the 2025–26 Annual Report.

Emily Martin 
A/g Chief Executive Officer
31 August 2025 

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OPERATING CONTEXT

Our purpose

The Royal Australian Mint makes coins and other minted products to serve the needs of the Australian economy, foreign countries, investors and collectors. We are also stewards of a thriving cultural institution, showcasing our nation’s stories through the national coin collection and a world-class museum and gallery experience.

Strategic direction

While its purpose is clear, the Mint faces an increasingly dynamic environment that requires balancing wide-ranging economic structural changes, such 
as a declining use of cash and a rise in digital payments. To lean into this uncertainty and maximise the agency’s operations to remain relevant, viable and self-funded, the Mint is setting a cohesive strategic direction. 

We will undertake five areas of self-funded investment (supplemented by appropriate people capabilities) to ensure the sustainability of the Mint as an important part of Australia’s story:

• Reviewing the Mint’s current governance and financial arrangements and operating models.
• Optimising commercial strategy and activities to improve profitability.
• Strengthening our customer experience and sales activities, including digital capability and capacity.
• Uplifting safe and sustainable manufacturing of quality coins and minted products, and
• Protecting, growing and promoting the national coin collection for future generations of Australians and overseas visitors with experiences that acknowledge and commemorate Australia’s culture and history.

These areas of investment have been incorporated into a business plan that will be implemented over a three-year program to set the Mint on a path that invests in its people, systems and operations.

Our workforce and culture 

Our people are central to the achievement of our purpose and the delivery of high-quality outcomes for Government and the Australian community. We are 
committed to building a safe, inclusive and high-performing workplace that attracts, develops and retains capable and motivated employees. 

Workforce

We will maintain a workforce that is flexible, skilled and aligned with future 
business needs. This includes: 

• Strategic workforce planning to ensure we have the right capability, at the right time, in the right place.
• Targeted recruitment to build diversity, strengthen technical expertise, and increase representation across all levels.
• Investment in learning and development to equip staff with future-focused skills, including digital literacy, policy design and stakeholder engagement.
• Succession planning to ensure continuity in critical roles and to grow future leaders.

Culture

We recognise that a positive and respectful culture is vital to employee wellbeing, engagement and performance. We will:

• Foster a culture of integrity, accountability and collaboration that reflects APS Values and Employment Principles.
• Encourage innovation and continuous improvement, with staff empowered to contribute ideas and solutions.
• Continue to implement initiatives that support wellbeing, psychological safety and safe workplaces.
• Embed diversity, inclusion and accessibility to ensure all employees feel valued and supported.
• Promote shared accountability across all levels of the organisation for delivering cultural improvements.

Future focus

Over the life of this plan, we will monitor workforce and culture outcomes through census results, employee feedback and organisational performance measures. By focusing on our people, we will strengthen capability and create an environment where staff can thrive and deliver outcomes that are critical to the Mint achieving its strategic priorities.

Our systems

The Mint operates an integrated management system across the key functions of health, safety, environment and quality. It also operates a range of specialised internal systems, such as manufacturing, risk, security, IT, ecommerce and finance, which must integrate into broader Australian Government frameworks. Work is progressing on enhancing the Mint’s integrated management system, and we intend to move towards a more user-focused design. 

Our work will be coordinated and integrated across the enterprise to ensure responsibilities and accountabilities are clear, effort is not duplicated, and activities are appropriately prioritised and resourced. 

We are enhancing our risk maturity now that the Mint has a new digital tool to streamline practices and consider risk in business planning and improvement.

The capability of Epicor, the Mint’s Enterprise Resource Planning system, will be leveraged to maximise the capacity and improve the efficiency of workflow through the Mint.

Our data

In a digital world where creating, collecting, storing and using data clearly brings inherent opportunities and threats, the Mint will apply the following principles to the use of data:

• Accurate data will be securely stored and made available to facilitate the Mint’s strategic direction.
• The Mint will leverage multiple data sources for innovation and continuous improvement activities.
• External data is used to help understand and analyse our environmental impact, as well as inform the Mint’s response.
• Data will continue to be collected and analysed to help understand and improve Mint customer experiences.

Our stakeholders and partners

The Mint works with a range of stakeholders and partners. While the Australian Government owns the Mint and the public are its customers, the Mint also values relationships with a range of other stakeholders and partners to help deliver on its purpose. The following initiatives apply to stakeholders and partners:

• Optimising upstream supply via a program of vendor management that prioritises key suppliers.
• Engaging the global minting industry via the International Mint Directors Association and key international coin events and fora.
• Optimising downstream supply chains via programs like the Coin Consultative Committee with the banks, relationships with authorised domestic and international distributors, and other stakeholder engagement activities.
• Cooperating and benchmarking with related agencies.

Risk

The Mint is committed to a comprehensive, coordinated and systematic approach to managing risk. Risk management requires ongoing assessment, including reviewing risks as circumstances change. Risk management is an integral part of the Mint’s governance framework and is considered in the context of the Mint’s outputs and outcomes, business planning and reporting, as well as in day-to-day decision-making.

The Mint has codified how it approaches risk management through a risk management framework, which is designed to help managers anticipate uncertain events, consider hazard exposure, identify co-benefits from action and effectively manage potential vulnerabilities.

The risk framework has been updated to reflect the Commonwealth Risk Management Policy 2023. It is also informed by the Australian/New Zealand Standard (AS/NZS) ISO 31000:2018 and the Department of Finance’s resource management guide Implementing the Commonwealth Risk Management Policy (RMG 211)

The Mint monitors the following enterprise risks as part of our management policy framework: