Performance at a glance
This section outlines our performance against stated objectives and measures set out in our Corporate Plan 2015–16 as required under paragraph 39(1)(a) of the PGPA Act. The results are based on properly maintained records, accurately reflect our performance and comply with subsection 39(2) of the PGPA Act.
Key performance indicator (KPI) | Corporate Plan target | Achievement | |
---|---|---|---|
Customer service | Members satisfied with their DHA-managed property | > 80.0% | 86.2% |
Members satisfied with overall customer service | > 80.0% | 92.7% | |
Members satisfied with completed maintenance | > 90.0% | 95.8% | |
Lessors satisfied with overall customer service | > 90.0% | 94.0% | |
Housing portfolio | Houses supplied against provisioning schedule | > 99.0% | 98.7% |
New MWD properties constructed or purchased | 735 | 625 | |
New MCA properties constructed or purchased | 260 | 209 | |
Staff | Staff retention and turnover rate | > 85.0% | 86.9% |
Total recordable injury frequency rate (TRIFR) | < 14.5 | 10.3 | |
Percentage of salaries spent on training staff | > 1.5% | 1.6% | |
Wages expense ratio | < 5.0% | 5.9% | |
Financial performance | Total shareholder return | 8.1% | 8.9% |
Dividend payout ratio | 60.0% | 60.0% | |
Dividend yield | 2.4% | 2.4% | |
Return on equity (ROE) | 6.8% | 7.0% | |
Net profit after tax (NPAT) | $100.4 m | $104.6 m | |
Return on capital employed (ROCE) | 8.5% | 9.2% | |
Inventory (SLB) turnover (years) | 1.5 | 1.8 | |
Gearing ratio | 25.3% | 25.8% | |
Interest cover | 6.2 | 7.0 | |
Liquidity ratio | 4.8 | 4.7 | |
Current ratio | 4.8 | 4.7 |
NOTES:
Percentages rounded up to one decimal place.
Staff retention and turnover rate calculated by dividing the inverting aggregated staff initiated separation rate by average head count for the previous four quarters.
TRIFR is the number of recordable injuries per million work hours.
The liquidity ratio excludes current borrowings as borrowing terms are rolled on maturity and not considered to be a risk.