NAIF Strategy Overview

Transforming northern Australia through financing infrastructure development

NAIF Strategy Overview

NAIF’s vision is to transforming northern Australia through financing infrastructure development.

NAIF has developed four key strategic priorities in order to meet its vision.

For each Strategic priority NAIF has developed a detailed vision and is progressed on plans to achieving it.

Execute stakeholder engagement plans to ensure that NAIF’s purpose, operations and value proposition are understood by key stakeholders, including equity investors, lenders, financial advisers, contractors, alternative financiers, consultants and government, industry associations and media. ​

 
Strategic Priority Area
NAIF’s Vision
Tailored Origination:
  • Assess
  • Catalyse
  • Stimulate
  • Assess investment ready projects: These are projects which are well advanced and largely managed by the proponent. NAIF Executive will provide support and feedback through the assessment process.
  • Catalysing identified opportunities: These are likely to be already identified in some form but could benefit from NAIF taking a more proactive role in facilitating aspects of the project or project concept. For example NAIF may be able to help catalyse a project by issuing a Board approved an indicative conditional term sheet with a view to assisting the proponent in securing support of other project participants.  NAIF will determine a bespoke strategy appropriate for each applicable project.
  • Stimulation of new opportunities: NAIF will seek to augment origination by contributing to the identification and evolution of projects of national significance that are unlikely to be brought forward through existing channels.  They are likely to be projects which will generate scale and be highly challenging to deliver. They are likely to be beyond the capacity of a single proponent but rather require co-ordination, collaboration and alignment across a broad number of stakeholders.

Effective, best practice risk management
  • Maintain a best practice Risk Management Framework (RMF) customised in line with the NAIF Act and Investment Mandate.
  • To assist in overcoming challenges in financing northern Australian infrastructure use expertise to tailor deployment of NAIF’s risk appetite for each project within risk appetite limits and tolerances.
  • Support proponents as they establish or grow using NAIF patient capital and other finance concessions, as appropriate calibrating against the project’s estimated public benefit.
  • Be disciplined with taxpayers’ money. There is an expectation that NAIF funds will be repaid or refinanced and that the Commonwealth does not have the majority financial risk in a project.
High performance culture
  • Invest in people, processes and systems to achieve NAIF’s vision.
  • Recruit experts with specialist origination, structuring and execution skills. They must have commercial acumen, be agile, flexible and able to engage seamlessly with multiple stakeholders.
  • Leverage and build government and corporate expertise including communications to support the NAIF origination and execution functions.
  • Implement best practice governance frameworks, policies and procedures, which are periodically independently benchmarked against best practice in the public and private sector.
Stakeholder engagement
  • Execute stakeholder engagement plans to ensure that NAIF’s purpose, operations and value proposition are understood by key stakeholders, including equity investors, lenders, financial advisers, alternative financiers, Indigenous community representatives, industry associations,  contractors, consultants, government and media.