Portfolio: Infrastructure, Transport, Regional Development, Communications, Sport and the Arts
http://www.sbs.com.au/
$420M
2025-26 Budget$550M
2024-25 Total Revenue1,450
Headcount (2024-25)New Vehicle Efficiency Standard (NVES) Regulator and IT Build
Department of Infrastructure, Transport, Regional Development, Communications, Sport and the Arts
Total Budget
$79.2M
Digital Budget
$23.8M
July 2024 — January 2026
The establishment of a NVES for light vehicles will deliver more fuel-efficient cars for Australians and support the government’s commitment to achieve net zero by 2050. This investment is for the development of an effective ICT environment in which to manage the regulatory obligations around the NVES, such as data capture from vehicle suppliers/importers, reporting, facilitation of compliance and audit functions, and the establishment and maintenance of a NVES credit trading scheme.
Reporting and Program Management (RPM) System
Department of Infrastructure, Transport, Regional Development, Communications, Sport and the Arts
Total Budget
$30.8M
Digital Budget
$14.2M
July 2023 — June 2026
The RPM project is improving the administration of grant payments to states and territories for land transport infrastructure projects. Following recommendations from the Australian National Audit Office, the department is developing a new system, which has been designed to address evolving business needs and transition the current legacy system to a more scalable and flexible system. The RPM Project Objectives are: (1) Develop a new system to automate, simplify and streamline business processes; (2) Provide a single source of data for all grant process stages that is validated and accurate, easy to access and analyse; (3) Ensure the new system is intuitive, easy to use and flexible, and can be extended to meet future needs; and (4) Migrate data from the existing data sources into a consolidated source of truth for infrastructure investment.
Digital First (DF) Program
National Archives of Australia
Total Budget
$25.1M
Digital Budget
$20.6M
July 2023 — June 2026
The National Archives of Australia has established the DF Program to uplift its ability to manage, preserve and provide meaningful access to an increasingly digital collection of records that hold national significance. In late 2025, the DF Program was rescoped to realign the work of the program to support implementation of the new Strategy 2025–2030: Evolving National Archives. The program will finish in June 2026, with additional scope relating to account and workload management to be addressed through strategy implementation.
Fighting SMS Scams
Australian Communications and Media Authority
Total Budget
$10.9M
Digital Budget
$3.2M
October 2024 — July 2026
This project is enabling the Australian Communications and Media Authority (ACMA) to develop, operate and maintain an SMS ID registry to help prevent scammers from impersonating brands and entities in texts, using message headers (such as myGov), and to create a trusted communications channel.
Spectrum Management
Australian Communications and Media Authority
Total Budget
$22.7M
Digital Budget
$20.9M
October 2022 — May 2027
The digital spectrum management system will include a range of new and enhanced digital and ICT capabilities to support improved spectrum management.
8 tagged
Reform proposals on YourGov that name this department as a delivery partner — drawn from citizen voice, government strategy, research, international examples and gap analysis.
STRATEGY SUMMARY
SBS INSPIRES ALL AUSTRALIANS TO EXPLORE, RESPECT AND CELEBRATE OUR DIVERSE WORLD AND IN DOING SO, CONTRIBUTES TO A COHESIVE SOCIETY. [AR p.6]
PURPOSE
SBS INSPIRES ALL AUSTRALIANS TO EXPLORE, RESPECT AND CELEBRATE OUR DIVERSE WORLD AND IN DOING SO, CONTRIBUTES TO A COHESIVE SOCIETY. [AR p.6]
Corporate Plan 2025-26 · p.6Strategic priorities
· 11
Accelerating language offerings and capabilities to Australia’s multilingual and multicultural communities
Corporate Plan 2025-26 · p.20Expanding upon First Nations content offering available to all Australians
Corporate Plan 2025-26 · p.20Delivering trusted news and information and contributing to the national conversation with bold programming
Corporate Plan 2025-26 · p.20Delivering stories that engage, inform and entertain all Australians, as their needs and consumption habits evolve
Corporate Plan 2025-26 · p.20Delivering best-in-class user experience for audiences on SBS’s digital platforms to improve audience engagement and loy
Delivering best-in-class user experience for audiences on SBS’s digital platforms to improve audience engagement and loyalty
Corporate Plan 2025-26 · p.20Managing the transition to a digital audience base by building audience awareness, scale and engagement on digital platf
Managing the transition to a digital audience base by building audience awareness, scale and engagement on digital platforms such as SBS On Demand to ensure continued relevance as audiences increasingly stream online
Corporate Plan 2025-26 · p.20Maintaining relevance on traditional broadcasting platforms to ensure continued delivery on Charter and Purpose
Corporate Plan 2025-26 · p.20Continue to invest in Charter-driven content and activities by increasing returns from commercial activities, while cont
Continue to invest in Charter-driven content and activities by increasing returns from commercial activities, while continuing to innovate and further improve efficiency of existing operations
Corporate Plan 2025-26 · p.20Attracting and retaining the best people by ensuring SBS remains a great and inclusive place to work, with higher staff
Attracting and retaining the best people by ensuring SBS remains a great and inclusive place to work, with higher staff engagement and collaboration to maximise business outcomes
Corporate Plan 2025-26 · p.20Ensuring emerging technologies can be harnessed effectively to support delivery of SBS’s Charter, Purpose and strategy
Corporate Plan 2025-26 · p.20Maintaining a strong leadership position within the media and corporate industry on sustainability
Corporate Plan 2025-26 · p.20Outcomes
· 5
Outcome 1: Distinctive Network
For 50 years, SBS has held a unique place in our nation’s media landscape, telling award-winning stories about, with and for a diverse and contemporary Australia so everyone can see themselves reflected – wherever they live, whatever language they use, and however they watch, read or listen.
KEY ACTIVITIES
Outcome 2: Audience First
SBS continues to serve audiences with world-class content on all platforms, when and how they want to experience it.
KEY ACTIVITIES
Outcome 3: Community Impact
Working closely with communities in Australia to understand their issues and perspectives, amplify their voices, and tell their stories.
KEY ACTIVITIES
Outcome 4: Great People; Great Culture
Our people and culture are our competitive advantage.
KEY ACTIVITIES
Outcome 5: Great Business
Sustainability, world-class operational efficiency and processes, and globally unique partnerships.
KEY ACTIVITIES
Values
· 5
We are audience obsessed
We embrace difference
We are bold and brave
We engage and participate fully
We look out for one another
Performance measures
· 3
| Code | Measure | Target 2025-26 | Latest result | Status |
|---|---|---|---|---|
CCE01 | Digital registrations | $178.7m Corporate Plan 2025-26 · p.48 | 13.2m Annual Report 2024-25 · p.118 | Achieved |
CCE02 | Average monthly audio podcast downloads | 3.82m Corporate Plan 2025-26 · p.48 | 4.4m Annual Report 2024-25 · p.118 | Achieved |
CCE03 | Total own source revenue | $178.7m Corporate Plan 2025-26 · p.48 | $178.7m Annual Report 2024-25 · p.118 | Achieved |
Source documents
· 8
2024-25
SBS 2024-25 Annual Report (PDF)
Open
2023-24
SBS 2023-24 Annual Report (PDF)
Open
2025-26
Corporate Plan 2025-26
Open
2024-25
Strategic Goals
Open
2023-24
SBS 2023-24 By the numbers (4-page highlight document PDF)
Open
2023
SBS Elevate Reconciliation Action Plan June 2022 - June 2026
Open
2023
SBS Elevate Reconciliation Action Plan Year One Progress Report (June 2022 - June 2023)
Open
2023-24
SBS Elevate Reconciliation Action Plan Year Two Progress Report (June 2023 – June 2024)
Open
Ideas distilled from this entity's strategy & evidence
· 8
Increase digital registrations by 10% by end of FY
Launch targeted campaigns to boost digital registrations by 10% by the end of FY.
2024-25.pdf [AR p.256]
Adopt global podcast engagement strategy from BBC
Implement BBC's podcast engagement strategy to increase audio and video podcast downloads.
bbc-podcast-strategy.txt
Implement News Bargaining Incentive program
Enhance the News Bargaining Incentive program to ensure fair revenue sharing with global SVODs.
2025-26.pdf [CP p.17]
Build a public dashboard showing weekly active-compliance-monitoring counts by EPBC Act decision class
Create an interactive dashboard to display weekly compliance monitoring counts by EPBC Act decision class.
transparency-dashboards.txt
Streamline content approval process to reduce turnaround time
Simplify the content approval process to reduce the time taken for content to go live.
internal-audit-report.pdf
Enhance revenue forecasting model to predict own source revenue more accurately
Improve the revenue forecasting model to predict own source revenue more accurately.
corporate-plan-forecasting.pdf
Adopt global digital strategy from Netflix
Implement Netflix's global digital strategy to enhance user engagement and service delivery.
netflix-digital-strategy.txt
Improve content curation process to align with audience preferences
Refine the content curation process to better align with audience preferences and feedback.
internal-audit-report.pdf
Increase digital registrations by 10% by end of FY
Launch targeted campaigns to boost digital registrations by 10% by the end of FY.
2024-25.pdf [AR p.256]
Adopt global podcast engagement strategy from BBC
Implement BBC's podcast engagement strategy to increase audio and video podcast downloads.
bbc-podcast-strategy.txt
Implement News Bargaining Incentive program
Enhance the News Bargaining Incentive program to ensure fair revenue sharing with global SVODs.
2025-26.pdf [CP p.17]
Build a public dashboard showing weekly active-compliance-monitoring counts by EPBC Act decision class
Create an interactive dashboard to display weekly compliance monitoring counts by EPBC Act decision class.
transparency-dashboards.txt
Streamline content approval process to reduce turnaround time
Simplify the content approval process to reduce the time taken for content to go live.
internal-audit-report.pdf
Enhance revenue forecasting model to predict own source revenue more accurately
Improve the revenue forecasting model to predict own source revenue more accurately.
corporate-plan-forecasting.pdf
Adopt global digital strategy from Netflix
Implement Netflix's global digital strategy to enhance user engagement and service delivery.
netflix-digital-strategy.txt
Improve content curation process to align with audience preferences
Refine the content curation process to better align with audience preferences and feedback.
internal-audit-report.pdf
Legislation administered
· 2
1991
Special Broadcasting Service Act 1991
The entity administers this Act to fulfill its purpose of providing multilingual and multicultural broadcasting services.
1992
Broadcasting Services (Multilingual and Multicultural Services) Regulations 1992
Regulations made under the Special Broadcasting Service Act 1991 to implement its provisions.
Source library
· 10
12.5MB
2024-25.pdf
19.5MB
2023-24.pdf
6.5MB
2025-26.pdf
8.2MB
2024-25.pdf
1.2MB
SBS-Annual-2PP-Flyer-FINAL.pdf
208KB
SBS-Elevate-RAP-2022-2026_Updates-published-August-2025.pdf
2.7MB
SBS-MiniAnnuaReport2024-04-11-24-DIGITAL.pdf
10.4MB
sbs_elevate_reconciliation_action_plan_june_2022_-_june_2026.pdf
14.0MB
rap5_progress_report_june_2023.pdf
9.5MB
SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf
Bodies within the Infrastructure, Transport, Regional Development, Communications, Sport and the Arts portfolio
High Speed Rail Authority
Corporate Commonwealth Entity
WSA Co Limited
Commonwealth Company
National Transport Commission
Corporate Commonwealth Entity
National Capital Authority
Non-corporate Commonwealth Entity
National Intermodal Corporation Limited
Commonwealth Company
Infrastructure Australia
Corporate Commonwealth Entity
Civil Aviation Safety Authority
Corporate Commonwealth Entity
Australian Transport Safety Bureau
Non-corporate Commonwealth Entity
Australian Rail Track Corporation Limited
Commonwealth Company
Australian Maritime Safety Authority
Corporate Commonwealth Entity
Airservices Australia
Corporate Commonwealth Entity
Northern Australia Infrastructure Facility
Corporate Commonwealth Entity