{
  "entity_id": "O-000801",
  "folder": "Australian-Postal-Corporation",
  "name": "Australian Postal Corporation",
  "type": "Corporate Commonwealth Entity",
  "jurisdiction": "Commonwealth",
  "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts",
  "website": "http://auspost.com.au",
  "data_status": "rich",
  "completeness": {
    "has_strategy_brief": true,
    "has_strategy_structured": true,
    "has_vision": false,
    "has_kpi_targets": true,
    "has_kpi_results": true,
    "has_strategy_overview": true,
    "has_legislation_text": true,
    "has_legislation_structured": true,
    "has_global_initiatives_text": true,
    "has_ideas": true,
    "has_artifacts": true,
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    "n_artifacts": 22,
    "n_kpi_targets": 5,
    "n_kpi_results": 5,
    "n_outcomes": 2,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "published",
    "confidence": "high",
    "summary": "Delivering a better tomorrow by connecting communities across the country and beyond – delivering essential services, supporting local economies and creating meaningful careers for our people, every day. [CP p.4]",
    "official_site_url": "http://auspost.com.au",
    "source_documents": [
      {
        "type": "annual_report",
        "title": "Read current report (PDF 16.5MB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf",
        "period": "2025",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "2023-2024 Annual Report (PDF 10.4MB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "2022-2023 Annual Report (PDF 8.71MB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf",
        "period": "2022-23",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "2021-2022 Annual Report (PDF 9.91MB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf",
        "period": "2021-22",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "2020-2021 Annual Report (PDF 26.3MB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf",
        "period": "2020-21",
        "confidence": "high"
      },
      {
        "type": "strategie",
        "title": "Read our plan (PDF 7.4MB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-refugee-employment-engagement-action-plan.pdf",
        "period": "2024",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Read current report (PDF 18MB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/reconciliation-action-plan.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Read our 2030 Sustainability Framework (PDF 2.6MB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/australia-post-2030-sustainability-framework.pdf",
        "period": "2030",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Australia Post Sustainable Finance Framework (PDF 1.5MB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/australia-post-sustainable-finance-framework.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Australia Post Sustainable Finance Framework Second Party Opinion (PDF 655kB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/australia-post-sustainable-finance-framework-second-party-opinion.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "2017-19 Accessibility Action Plan (PDF 970kB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/accessibility-action-plan-2017-2019.pdf",
        "period": "2017",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "2012-15 Accessibility Action Plan (PDF 5.8MB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/australia-post-accessibility-action-plan.pdf",
        "period": "2012",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Reconciliation Action Plan 2020-2022 (PDF 11MB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/reconciliation-action-plan-2020-2022.pdf",
        "period": "2020",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Reconciliation Action Plan 2017-2020 (PDF 4.2MB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/publications/reconciliation-action-plan-jul2017.pdf",
        "period": "2017",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Reconciliation Action Plan 2014-2017 (PDF 1.9MB)",
        "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/reconciliation-action-plan-australia-post-2014-17.pdf",
        "period": "2014",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Mail’s role in the digital age",
        "url": "http://auspost.com.au/content/dam/auspost_corp/media/documents/mails-role-in-the-digital-age-research-report.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Read insight paper (PDF 2.84MB)",
        "url": "http://auspost.com.au/content/dam/auspost_corp/media/documents/enabling-ecommerce-in-a-digital-economy.pdf",
        "period": null,
        "confidence": "medium"
      }
    ],
    "purpose": {
      "text": "Delivering a better tomorrow by connecting communities across the country and beyond – delivering essential services, supporting local economies and creating meaningful careers for our people, every day. [CP p.4]",
      "source_url": "",
      "source_page": 4,
      "source_deep_url": ""
    },
    "vision": null,
    "strategic_priorities": [
      {
        "title": "Supporting each other",
        "description": "Supporting each other",
        "source_url": "",
        "source_page": 12,
        "source_deep_url": ""
      },
      {
        "title": "Delighting our customers and communities",
        "description": "Delighting our customers and communities",
        "source_url": "",
        "source_page": 12,
        "source_deep_url": ""
      },
      {
        "title": "Creating a sustainable future",
        "description": "Creating a sustainable future",
        "source_url": "",
        "source_page": 12,
        "source_deep_url": ""
      }
    ],
    "values": [
      {
        "name": "Safety",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "Inclusivity",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "Sustainability",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "Innovation",
        "description": "",
        "source_url": "",
        "source_page": null
      },
      {
        "name": "Integrity",
        "description": "",
        "source_url": "",
        "source_page": null
      }
    ],
    "outcomes": [
      {
        "name": "Delivering a better tomorrow",
        "description": "Australia Post is committed to evolving with the needs of customers – offering trusted services, greater convenience, and meaningful choice. Guided by our Post26 strategy, we’re investing in a sustainable future for our people, our business and the planet – so we can keep delivering for generations to come. [AR p.3]",
        "activities": [
          "investing in a sustainable future",
          "offering trusted services",
          "greater convenience",
          "meaningful choice"
        ],
        "source_url": "",
        "source_page": 3,
        "source_deep_url": ""
      },
      {
        "name": "Empowering our people",
        "description": "Australia Post is committed to creating a safe, inclusive and empowering workplace. From prioritising wellbeing and championing diversity, to investing in our people’s growth and aiming to uphold human rights across our supply chain – we’re building a culture where everyone feels supported, respected and ready to thrive. [AR p.24]",
        "activities": [
          "prioritising wellbeing",
          "championing diversity",
          "investing in people’s growth",
          "upholding human rights"
        ],
        "source_url": "",
        "source_page": 24,
        "source_deep_url": ""
      }
    ],
    "performance_measures": [
      {
        "code": "CCE01",
        "measure": "Carbon emissions reduction",
        "target": "20% reduction from FY19 baseline",
        "latest_result": "20% reduction from FY19 baseline",
        "status": "Achieved",
        "target_source_url": "",
        "target_source_page": 17,
        "result_source_url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf",
        "result_source_page": 18
      },
      {
        "code": "CCE02",
        "measure": "Renewable electricity usage",
        "target": "100% renewable electricity sourced for our operations",
        "latest_result": "100% renewable electricity sourced for our operations",
        "status": "Achieved",
        "target_source_url": "",
        "target_source_page": 17,
        "result_source_url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf",
        "result_source_page": 18
      },
      {
        "code": "CCE03",
        "measure": "Waste to landfill reduction",
        "target": "39% reduction in landfill waste from FY19 baseline",
        "latest_result": "39% reduction in landfill waste from FY19 baseline",
        "status": "Achieved",
        "target_source_url": "",
        "target_source_page": 17,
        "result_source_url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf",
        "result_source_page": 18
      },
      {
        "code": "CCE04",
        "measure": "Recycling rate",
        "target": "73% recycling rate",
        "latest_result": "73% recycling rate",
        "status": "Achieved",
        "target_source_url": "",
        "target_source_page": 17,
        "result_source_url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf",
        "result_source_page": 18
      },
      {
        "code": "CCE05",
        "measure": "Sustainable packaging",
        "target": "100% ‘fully sustainable’ packaging aligned to the 2025 National Packaging Targets",
        "latest_result": "44% of Australia Post and StarTrack packaging range is fully aligned to the 2025 National StarTrack Packaging Targets",
        "status": "Partially achieved",
        "target_source_url": "",
        "target_source_page": 17,
        "result_source_url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf",
        "result_source_page": 18
      }
    ],
    "document_alignment_terms": {
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        "Delivering a better tomorrow by connecting communities across the country and beyond – delivering essential services, supporting local economies and creating meaningful careers for",
        "Supporting each other",
        "Delighting our customers and communities",
        "Creating a sustainable future"
      ],
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        "Carbon emissions reduction",
        "Renewable electricity usage",
        "Waste to landfill reduction",
        "Recycling rate",
        "Sustainable packaging"
      ],
      "avoid_claiming_without_evidence": []
    },
    "review_note": ""
  },
  "strategy_brief_md": "# Australian Postal Corporation — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf)\n\n## Our purpose / purposes\n\n> Delivering a better tomorrow by connecting communities across the country and beyond – delivering essential services, supporting local economies and creating meaningful careers for our people, every day. [CP p.4] [CP p.4]\n\n## How we deliver\n\n> Australia Post relies on a vast network, changing customer needs and expectations, intensifying global and domestic competition, technology and increasing cyber risks, financial sustainability, and healthy environment to deliver trusted essential services to all Australians, move millions of items across Australia, enable people and businesses to connect, communicate and transact, offer simple and easy-to-access services, create meaningful employment opportunities, and support opportunity, customer inclusion, and disaster resilience in communities across Australia. [CP p.7] [CP p.7]\n\n## Government priorities for this department\n\n- Supporting each other [CP p.12]\n- Delighting our customers and communities [CP p.12]\n- Creating a sustainable future [CP p.12]\n\n## Outcomes\n\n### Delivering a better tomorrow\nAustralia Post is committed to evolving with the needs of customers – offering trusted services, greater convenience, and meaningful choice. Guided by our Post26 strategy, we’re investing in a sustainable future for our people, our business and the planet – so we can keep delivering for generations to come. [AR p.3](https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf#page=3) [CP p.3]\n\n**Key activities:**\n- investing in a sustainable future\n- offering trusted services\n- greater convenience\n- meaningful choice\n\n### Empowering our people\nAustralia Post is committed to creating a safe, inclusive and empowering workplace. From prioritising wellbeing and championing diversity, to investing in our people’s growth and aiming to uphold human rights across our supply chain – we’re building a culture where everyone feels supported, respected and ready to thrive. [AR p.24](https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf#page=24) [CP p.24]\n\n**Key activities:**\n- prioritising wellbeing\n- championing diversity\n- investing in people’s growth\n- upholding human rights\n\n## Values and principles\n\n_TIES values_\n\n- Safety\n- Inclusivity\n- Sustainability\n- Innovation\n- Integrity\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Carbon emissions reduction | 20% reduction from FY19 baseline | CP p.17 |\n| CCE02 | Renewable electricity usage | 100% renewable electricity sourced for our operations | CP p.17 |\n| CCE03 | Waste to landfill reduction | 39% reduction in landfill waste from FY19 baseline | CP p.17 |\n| CCE04 | Recycling rate | 73% recycling rate | CP p.17 |\n| CCE05 | Sustainable packaging | 100% ‘fully sustainable’ packaging aligned to the 2025 National Packaging Targets | CP p.17 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Carbon emissions reduction | 20% reduction from FY19 baseline | Achieved | [AR p.18](https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf#page=18)(https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf#page=18) |\n| CCE02 | Renewable electricity usage | 100% renewable electricity sourced for our operations | Achieved | [AR p.18](https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf#page=18)(https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf#page=18) |\n| CCE03 | Waste to landfill reduction | 39% reduction in landfill waste from FY19 baseline | Achieved | [AR p.18](https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf#page=18)(https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf#page=18) |\n| CCE04 | Recycling rate | 73% recycling rate | Achieved | [AR p.18](https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf#page=18)(https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf#page=18) |\n| CCE05 | Sustainable packaging | 44% of Australia Post and StarTrack packaging range is fully aligned to the 2025 National StarTrack Packaging Targets | Partially achieved | [AR p.18](https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf#page=18)(https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf#page=18) |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Australian Postal Corporation - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:04:06.863607+00:00\n**Entity ID**: O-000801\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://auspost.com.au\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 40 |\n| strategies | 12 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 3]\nAmplifying Indigenous Voices | Stretch Reconciliation Action Plan 5\nContents\nMessage from Paul Graham, Group CEO and Managing Director 7\nMessage from Sue Davies, EGM, People and Culture 8\nMessage from Karen Mundine, CEO Reconciliation Australia 9\nOur Vision for Reconciliation 10\nEnabling real change at Australia Post 11\nAmplify Indigenous Voices 12\nOur Business 14\nAmplifying voice to support ‘delivering a better tomorrow’ 16\nKey outcomes achieved during our 2020–2022 (Stretch) RAP 18\nAmplifying Indigenous Voice — National Reconciliation and NAIDOC Weeks 17\nExternal Advocacy & Customer Experiences 17\nOur RAP 18\nReconciliation Voice — Reflections from RAP Executive Sponsor 19\nLearning From Our Past 20\nMy Commitment To Amplifying Voices 20\nTransforming Our Reconciliation Movement 22\nTransforming Stages — Reconciliation in Action 23\nUnderstanding Past to Progress Future Voices 24\n  Source: `strategies/reconciliation-action-plan.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/reconciliation-action-plan.pdf)`\n- I am excited\nto continue to grow personally\nand professionally.”\nInstitutional\nIntegrity Jazz\nIELP alumni\nIndigenous Emerging Leaders Program – Cohort 5 Graduation 2022\nDuring 2020-2022 Australia Post pathways, talent cycles and leadership\ncommitted to building leadership capability mapping elevating participant and alumni\nof Aboriginal and Torres Strait Islander outcomes to support further development.\nfront line team members, who aspire to be We acknowledge and celebrate the\npeople leaders.This reflects our purpose 73 Indigenous team members who\nto address leadership parity, delivered were accredited with a Certificate IV in\nthrough the Indigenous Emerging Leaders Management and Leadership.\n  Source: `strategies/reconciliation-action-plan.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/reconciliation-action-plan.pdf)`\n- For the GCEO&MD motivated by our “One Australia Post” vision and purpose;\nand senior executives, termination on notice\npayments are calculated based on length of • Strategically aligned and performance linked: our\nservice and are no less than an amount equal executive remuneration framework supports the delivery of\nto the notice period and no more than twelve Australia Post’s strategy, helps to create long-term value and\nmonths’ of fixed annual remuneration. delivers strong financial returns to our Shareholder by linking\nexecutive remuneration outcomes to relevant and measurable\nTermination In certain scenarios as set out in the\nwithout employment contracts of the GCEO&MD and financial and nonfinancial goals;\nnotice senior executives (e.g. breach of contract,\n• Shared responsibility and personal accountability: our\nimproper conduct or conviction for a criminal\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n- As customers sought additional\nwithin 2.5 kms of an outlet 90% 93.7%\nconvenience, we expanded our parcel locker network and\n• in non-metropolitan (ie opened an additional 58,000 MyPost accounts.\nrural and remote) areas,\nIn an operating environment of ongoing disruption, Australia Post\nresidences to be located\nwithin 7.5 kms of an outlet 85.0% 88.9% continued to pursue its purpose and strategy in financial year\n2020/21.\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n\n### Role and Functions\n\n- The companies of similar size, revenue and complexity,\nTarget VR opportunity is 70 per cent of FAR for the Group CEO Enterprise Financial 50% Business Unit Financial 10% Strategic KPIs 20% Leadership/Safety Mgt 20%\nand MD and senior executives as at 30 June 2022. • other Government Business Enterprises’ remuneration (Tailored 10% (Tailored 10%\npositioning, Quantitative 10%) Quantitative 10%)\nThe maximum VR, at risk component of remuneration, is 100 per\n• any changes in role and responsibility,\ncent of FAR for the Group CEO and MD and senior executives:\nGeneral Managers reporting to a Senior Executive\n• previous salary adjustments,\nEnterprise Financial 40% Business Unit Financial 20% Strategic KPIs 20% Leadership/Safety Mgt 20%\n• community expectations and (Tailored 10% (Tailored 10%\nGroup CEO and MD and Senior Executive\n• internal relativities.\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n- The experiences when customers engage with us through all\nunderstanding of Australia Post’s review sections of Australia Post’s draft 2021 Community Grants awarded 76 grants of up to $10,000 each channels and interactions, having a clear customer promise by\n• Graz van Egmond – CEO, Banksia\nbusiness and its portfolio of products 2022 Annual Report, the Australia Post to support projects that helped improve connection and mental working towards having a simpler product range and delivering a\nFoundation\nand services Stakeholder Council (Council) believes health in local communities. consistent brand experience.\n• George Etrelezis – Small Business that Australia Post has demonstrated its\n• improve Australia Post’s understanding The 2022 People of Post Grants program awarded grants of up We will continue our strong support for small businesses,\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n- The role of the Board is to decide the objectives, provides that information to the Board.\nstrategies and policies to be followed by Australia Post and to The Board’s annual performance review for 2021/2022 was Jan West AM 14 14 5^ 5 – – 4 4 – –\nensure that Australia Post performs its functions in a manner\nfacilitated internally and the Committees’ self-assessments\nthat is proper, efficient and, as far as practicable, consistent with\nwere completed in August 2022.\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n- Australia Post has no role in determining Group CEO and MD and senior executives who report directly Dr Richard Dammery4 2022 79,134 - 7,913 87,047\nthe level of Board director fees.\nto the Group CEO and MD and who have responsibility or 2021 - - - -\nThe Remuneration Tribunal regularly reviews and sets Non- substantial input into the planning, directing and controlling the\nLauna Inman5 2022 10,113 - 1,011 11,124\nexecutive director fees for the roles of Chair, Deputy Chair and operations of Australia Post.\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n- [Page 99]\n3 Remuneration Governance\n3.1 Role of the Board\n3.2 People Committee role\n3.3 Engagement of independent external advice\n3.4 Management\nAnnual\nReport\n2024\nAUSTRALIA\nPOST\n97\n1\n2\nBusiness\nreview\n3\nRemuneration\nreport\n4\nFinancial\nreport\nOverview\n3 Remuneration Governance\n3.1 Role of the Board\nThe Board has responsibility for the governance of remuneration at Australia Post and actively oversees Australia Post’s\nremuneration framework and strategy.\n  Source: `annual-reports/2023-24.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf)`\n- [Page 12]\nOur place\nAccessibility is considered in all procurement decisions\nAction Timeframe Responsibility How we will measure progress\nBusiness cases for new products and services will November Corp Portfolio Accessibility check is included in all\nbe assessed for accessibility at key stages through 2018 Management, Product and Project Development\nthe Product and Project Development Life Cycle Chief Information documentation\nOfficer,\nProcurement\nand Corporate\nFinance\nAll new digital solutions for customers will meet/ Ongoing Digital Channels Annual external audit.\nexceed best practice web content accessibility & Innovation in\nguidelines WCAG v2.0 AA partnership with\nbusiness areas\nWe will embed accessibility and inclusion into June 2019 Procurement Accessibility check is embedded\nprocurement practices and Environment in all Procurement process\ndocumentation\n  Source: `strategies/accessibility-action-plan-2017-2019.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/accessibility-action-plan-2017-2019.pdf)`\n\n### Strategic Priorities\n\n- 90\n2 FY24 Remuneration Structure 91\n2.1 Our remuneration framework aligns to our strategic priorities and purpose 91\n2.2 FY24 remuneration elements 92\n2.3 FY24 remuneration mix 92\n2.4 Approach to FY24 Variable Remuneration 93\n2.5 Performance against FY24 Enterprise Scorecard 94\n2.6 FY25 remuneration outlook 96\n3 Remuneration Governance 97\n3.1 Role of the Board 97\n3.2 People Committee role 97\n3.3 Engagement of independent external advice 97\n3.4 Management 97\n3.5 Group CEO & MD and Senior Executive contract terms 98\n4 Non-Executive Board Director fees 99\n5 FY24 statutory remuneration tables 100\n5.1 Overview of statutory requirements 100\n5.2 Statutory tables 101\nAnnual\nReport\n2024\nAUSTRALIA\nPOST\n89\n1\n2\nBusiness\nreview\n3\nRemuneration\nreport\n4\nFinancial\nreport\nOverview\n  Source: `annual-reports/2023-24.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf)`\n- [Page 93]\n2 FY24 Remuneration Structure\n2.1 Our remuneration framework aligns to our strategic priorities and purpose\nAnnual\nReport\n2024\nAUSTRALIA\nPOST\n91\n1\n2\nBusiness\nreview\n3\nRemuneration\nreport\n4\nFinancial\nreport\nOverview\n2 FY24 Remuneration Structure\n2.1 Our remuneration framework aligns to our strategic priorities and purpose\nOur remuneration framework supports our purpose and strategy, reinforces our focus on making Australia Post a sustainable\nbusiness into the future and aligns to the expectations of our shareholders and the Australian public.\n  Source: `annual-reports/2023-24.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf)`\n- 102\n2 FY25 Remuneration Structure 103\n2.1 Our remuneration framework aligns to our strategic priorities and purpose 103\n2.2 FY25 remuneration elements 104\n2.3 FY25 remuneration mix 104\n2.4 Approach to FY25 Variable Remuneration 105\n2.5 Performance against FY25 Enterprise Scorecard 107\n2.6 Performance against the FY25 Group CEO & MD Scorecard 107\n2.7 FY25 remuneration outlook 108\n3 Remuneration Governance 109\n3.1 Role of the Board 109\n3.2 People Committee role 109\n3.3 Engagement of independent external advice 109\n3.4 Management 109\n3.5 Group CEO & MD and Senior Executive contract terms 110\n4 Non-Executive Board Director fees 111\n5 FY25 statutory remuneration tables 112\n5.1 Overview of statutory requirements 112\n5.2 Statutory tables 113\nAnnual\nReport\n2025\n1\nOverview\n2\nBusiness\nreview\n3\nRemuneration\nreport\n4\nFinancial\nreport\nAUSTRALIA\nPOST\n  Source: `annual-reports/2025.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf)`\n- [pages 103,104,105]\nmuneration framework aligns to our strategic priorities and purpose 103\n2.2 FY25 remuneration elements 104\n2.3 FY25 remuneration mix 104\n2.4 Approach to FY25 Variable Remuneration 105\n2.5 Performance against FY25 Enterprise Scorecard 107\n2.6 Performance against the FY25 Group CEO & MD Scorecard 107\n2.7 FY25 remuneration outlook 108\n3 Remuneration Governance 109\n3.1 Role of the Board 109\n3.2 People Committee role 109\n3.3 Engagement of independent external advice 109\n3.4 Management 109\n3.5 Group CEO & MD and Senior Executive contract terms 110\n4 Non-Executive Board Director fees 111\n5 FY25 statutory remuneration tables 112\n5.1 Overview of statutory requirements 112\n5.2 Statutory tables 113\nAnnual\nReport\n2025\n1\nOverview\n2\nBusiness\nreview\n3\nRemuneration\nreport\n4\nFinancial\nreport\nAUSTRALIA\nPOST\n  Source: `annual-reports/2025.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf)`\n- [Page 2]\nTable of contents\n1\nOverview\nAbout us 2\n2023 Highlights 4\nHow we create value 6\nChair’s letter 8\nMessage from our CEO 10\nOur strategic priorities 12\nModernising our business 14\nOur financial performance 16\n2025 Sustainability Roadmap 20\nAbout this report 22\n2\nBusiness review\nSupporting each other 24\nSafety and wellbeing 26\nDiversity and inclusion 34\nDelighting our customers & communities 40\nOur customers 42\nOur communities 52\nCreating a sustainable future 58\nOur innovation and expertise 60\nOur environment 64\nManaging our key risks 72\nOur Board 76\nOur Leadership Team 78\nCorporate Governance Statement 80\n3\nRemuneration report\n82\n4\nFinancial and\nstatutory reports\n100\nAustralia Post acknowledges the\nTraditional Custodians of the land on which\nwe operate, live and gather as a team, and\nrecognises their continuing connection to\nland, water and community.\n  Source: `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)`\n- 84\n2 FY23 Remuneration Structure 85\n2.1 Our remuneration framework aligns to our strategic priorities 85\n2.2 FY23 senior executive remuneration mix 86\n2.3 Approach to FY23 Variable Remuneration 87\n2.4 Performance against FY23 Enterprise Scorecard 88\n2.5 FY24 remuneration outlook 90\n3 Remuneration Governance 92\n3.1 Role of the Board 92\n3.2 People Committee role 92\n3.3 Engagement of independent external advice 92\n3.4 Management 92\n3.5 Group CEO & MD and senior executive contract terms 93\n4 Non-Executive Board Director fees 94\n5 FY23 statutory remuneration tables 95\n5.1 Overview of statutory requirements 95\n5.2 Statutory tables 96\n1\n2\n3\n4\nAnnual\nReport\n2023\nOverview\nBusiness\nreview\nRemuneration\nreport\nFinancial\nreport\nAUSTRALIA\nPOST\n  Source: `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)`\n- [Page 105]\n103\n2 FY25 Remuneration Structure\n2.1 Our remuneration framework aligns to our strategic priorities and purpose\nOur remuneration framework supports our purpose and strategy, reinforces our focus on making Australia Post a sustainable\nbusiness into the future and aligns to the expectations of our shareholders and the Australian public.\n  Source: `annual-reports/2025.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf)`\n- Aligning with our strategic priority of mental health, our 2020\nAs a Lifetime Partner of The Big Issue, we celebrated The Big Community Grants focused on funding projects that improve\nIssue’s 25th Birthday and supported them to offer their special 25th connection, mental health and wellbeing in local communities.\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n- Improving our safety culture remains an ongoing priority in our Permanent\nenterprise strategy for the year ahead and we will continue to\n• Indigenous procurement: Partnered with 21 Indigenous Full-time 28,568 78.5% 8,970 24.7% 19,584 53.8% 14 0.0%\nfocus on improving physical and psychological safety.\nbusinesses with a total spend of $26.1 million over the Part-time 6,318 17.4% 3,808 10.5% 2,500 6.9% 10 0.0%\npast year.\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n- [Page 13]\nOur purpose\nDelivering\na better tomorrow\nOur strategic\nimperatives\nSupporting Delighting our customers Creating a\neach other and communities sustainable future\nOur strategic Win in Reimagine Create Build a Simplify\npriorities eCommerce the Post market sustainable our\ndelivery Office leading letters products\nservice network digital service and\nexperiences services\n1 2 3 4 5\n6\nUplift culture and leadership; simplify operations and system\nThe Sustainability Roadmap is priority and we’ll continue to support On behalf of the Leadership Team,\nunderpinned by the UN Sustainable team members to be physically and I want to sincerely thank all of our\nDevelopment Goals, interconnects mentally healthy. team members for their passion and\nwith our Post26 enterprise strategy, commitment through a challenging\nWhile we focus on our modernisation\nand is built around six key initiatives. year.\n  Source: `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 45]\nAUSTRALIA POST ANNUAL REPORT 2022 DELIVERING LIKE NEVER BEFORE\nRemuneration report 2022\nMeasure KPI Link to Strategy Performance Outcome Measure KPI Link to Strategy Performance Outcome\nStrategic Consumer NPS Customer advocacy For the year, the Consumer NPS result is above target Met Leadership Group People Team member The Group People Engagement Survey targeted Not\nKPIs and loyalty is critical of Q4.\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n- [Page 86]\nAUSTRALIA POST ANNUAL REPORT 2021\nRemuneration report 2021\nMeasure KPI Link to Strategy Performance Outcome\nBusiness Enterprise Business Continually Enterprise Business Efficiency Program: has delivered Met\nUnit Efficiency challenging $290m of efficiencies for the full year FY21 and is ahead of Stretch\nFinancials ourselves to Target.\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n- FY23 Performance against the Enterprise Scorecard Not met Met Entry Met Target Met Stretch\nKPI Measure (Performance) Outcome\nProfit Before Tax (PBT)\nThe Group’s full year Loss Before Tax of $200.3 million was $255.6 million below last year’s PBT.\n  Source: `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)`\n- All four metrics within the Safety\npartners, customers Index met their individual targets to deliver an\nand the broader overall 100% result: Hazard and Near Miss to Injury\ncommunity is Ratio was 8.3:1 against a target of 7.0:1; Actions\nof paramount Closed on Time were 92.1% against a target of\nimportance to the 90%; Higher Order Controls were 41.4% against\nenterprise. a target of 20%; and Proactive Safety Initiatives\nwere 167,325 against a target of 48,000 (4,000 per\nmonth).\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n- 107m\nsince 2020\nAs the nation came to depend on our services more than ever, our team delivered\n200,000\nlike never before.\nfederal election articles delivered\nSTEM resources Australia’s largest delivery\nPerformance against targets small businesses supported delivered to children in fleet of electric vehicles\nPerformance indicator Target Performance Census\nwith MyPost Business\n400+\n4,635\n16m\narticles\nProfit before tax $12.0 million $55.3 million\ndelivered First Nations schools\nShareholder return on equity 0.3% 2.0%\n390m\nand communities\nDividend declared for 2021/22 $4.5 million $32.1 million\nDividend paid in 2021/22 $28.3 million $36.3 million 11.9% national\nvisits to our digital app 1,900+\nStreet posting boxes 10,000 14,982\ngrowth\n64% up from last year 4m\n93.5% in online purchases supported\nOn-time letters delivery 94.0% prepaid new electric vehicles\nNot met>\npostcards\nadded this year\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n- Achieved\n$76.7m\nIntegrating our Post26 enterprise strategy and ambitiously\n3% Aboriginal and Torres Strait\nextending from our 2020–2022 achievements, the Roadmap will energy efficient LED lights Islander team member\nreinforce our initiatives to reduce emissions in line with the science. across 107 sites representation across our workforce with social enterprises and Indigenous\nAchieving our 2025 target, which has been validated by the businesses, exceeding our target by\nScience Based Target Initiative, will put Australia Post on the road over 18%\nOffset more than\nto Net Zero emissions by 2050.\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n- After customers, with $427 million invested in\na strong first-half profit, the second half new parcels facilities, fleet and technology\nincurred a loss of $144.5 million, which is in the past financial year alone.\nconsiderably higher than in previous years.\n$427.2 It is expected the significant growth in\nOur Parcels and Services revenue for the eCommerce experienced in early 2022\nfull year was up 11.0 per cent, to $7.2 billion, will see further moderation, alongside\nand represents a strong result achieved in a the ongoing decline in letter volumes.\nmillion\nhighly competitive market.\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n- 2\nused going forward and as such re-calculated for the prior years,\nA trial from July to October 2022 will measure the performance\nElectricity Grid 156,505 152,181 138,644 133,087 128,628 back to the 2019 target baseline.\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n- Overall, we're on track\nNew waste compactors\nto meet our 2025 targets The overall StarTrack recycling\nand balers rate has increased from 71 per cent\nof increasing the recycling\nto 84 per cent since FY19, and nine\nWaste compactors and balers are rate to 70 per cent and of the top 10 waste generating\neffective tools for reducing the size sites achieved the enterprise\ndecreasing waste to\nof recyclable materials like cardboard target of 70 per cent during FY23.\nand plastic to enable us to recover landfill by 20 per cent\nmore of these valuable materials.\n(FY19 baseline).\n  Source: `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)`\n- Using Total Recordable Injury Frequency Rate as the and Met Stretch:\nsafety KPI Measure will recognise where our safety programs of work are\n• if a KPI is ‘Not Met’, 0 per cent\nreducing the overall number of injuries.\nis awarded for that KPI;\n• if a KPI is ‘Met Entry’, 50 per\nBoard Approved Budget, Letters Budget, Business Simplification\ncent of the Target opportunity\nIn order for Australia Post to return to profitability and be sustainable is awarded for that KPI;\nit is critical to improve all elements of financial performance.\n• if a KPI is ‘Met Target’, 100 per\nThese financial metrics reflect progress against the Post26 Strategy. cent of the Target opportunity\nThey seek to drive efficiencies and minimise losses while building is awarded for that KPI; and\na financially sustainable business. • if a KPI is ‘Met Stretch’, the Stretch\nopportunity is awarded for that KPI.\n  Source: `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)`\n- Our priorities Our initiatives Our targets by 2025 Our progress\nEmpower our people Year on year increase in the Our Safety Index changes\nDelivering\nto work safely Safety Index year on year to ensure\nfor people continuous performance\nReflect and support 2% reduction in Culture Gap Refer to pages 24–39\nAustralia’s diverse per year to see how our culture\ncommunities is embedded\nMaintain Social Licence Refer to pages 40–63 to\nto Operate see how we maintain our\nSocial Licence to Operate\nSpend $100 million with Across FY23 and FY24\nsocial enterprise and we have spent $82.1 million\nIndigenous suppliers\nTarget net zero Reduce emissions by 13%\nDelivering\nby 2050 15% (FY19 baseline)\nfor our planet\nSource 100% renewable 52%\nelectricity\nReduce, reuse and 100% ‘fully sustainable’ Refer to pages 72–73 to\nrecycle packaging packaging range aligned to the see how we're adopting\n  Source: `annual-reports/2023-24.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf)`\n- FY25 Performance against the Enterprise Scorecard Not met Met Entry Met Target Met Stretch\nKPI Measure (Performance) Outcome\nSafety Performance\nIn FY25, Total Recordable Injuries (TRIs) declined by 3% year-on-year, with notable reductions in vehicle-related\nincidents (27%) and body-stressing injuries (8%).\n  Source: `annual-reports/2025.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf)`\n- Working Group member\nAgainst an aspirational target Of this $42.2m was\nof $60.0m (cumulative) social attributed to Indigenous\nprocurement spend by 30 June Enterprises, procured from\n2022 we achieved a total of 35 Indigenous Enterprises.\n$76.7m\nBoorna Wangkiny Mia Team Members and Moodjar Consulting\nDuring this RAP, Australia\nPost aims to further improve\nrepresentation and diversity\nof Indigenous Enterprises.\n  Source: `strategies/reconciliation-action-plan.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/reconciliation-action-plan.pdf)`\n- [Page 3]\nAustralia Post | 2030 Sustainability Framework 3\nWhat we’ve 1874 Mary Ellen Cuper appointed\nfirst Indigenous postmistress\n2018 Installed the then largest solar panel\nachieved roof system in the Southern Hemisphere\n2019 Launched first Electric\nLaunched People of Post Grants Delivery Vehicles\n1939 Women employed as Posties for\nthe first time during World War 2\nSustainability is woven into\nwhat we do and how we do 2017 First achieved gender pay parity 2020 Set carbon emissions reduction target\nin line with and validated by the Science\nit.\n  Source: `strategies/australia-post-2030-sustainability-framework.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/australia-post-2030-sustainability-framework.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $8,974 , $55.3\n, $8.97 billion, $55.3 million, $255, 8.97 billion | [Page 8]\nAAUUSSTTRRAALLIIAA PPOOSSTT AANNNNUUAALL RREEPPOORRTT 22002222 DDEELLIIVVEERRIINNGG L LIKIKEE N NEEVVEERR B BEFEOFORREE\nThe 2021-22 financial year has been the busiest year\nOur business $8,974 in our 213-year history as the nation continued to\ndepend on home deliveries and access to essential\nmillion services through our Post Offices like never before.\nperformance\nWhile our business was supported by higher parcel\nrevenue\nvolumes through | `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)` |\n| $187.0, $200.3, $0 , $0\n, $21.8 million | [Page 19]\nPerformance relative to standards\nPerformance indicator\nStandard Performance\nProfit before tax ($187.0) million ($200.3) million\nShareholder return on equity (5.2%) (5.5%)\nDividend declared for FY23 $0 $0\nDividend paid in FY23 $21.8 million $21.8 million\nStreet posting boxes 10,000 14,934\nOn-time letters delivery 94.0% 96.9%\nRetail outlets\nIn total (rural, remote and metropolitan areas) 4,000 4,271\nIn rural and remote areas 2,500 2,507 | `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)` |\n| $427 million, $144.5 million, $427.2 , $7.2 billion, 427 million, 144.5 million | After customers, with $427 million invested in\na strong first-half profit, the second half new parcels facilities, fleet and technology\nincurred a loss of $144.5 million, which is in the past financial year alone.\nconsiderably higher than in previous years.\n$427.2 It is expected the significant growth in\nOur Parcels and Services revenue for the eCommerce experienced in early 2022\nfull year was up 11.0 per cent, to $7.2 billion, will see further m | `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)` |\n| $244.0, $88.5, $0 , $0 | [Page 17]\nFinancial Performance\nPerformance against target Target Performance\nProfit before tax ($244.0) million ($88.5) million\nShareholder return on equity (7.6%) (3.0%)\nDividend declared for FY24 $0 $0\nDividend paid in FY24 $0 $0\nFive-year trends 2020 2021 2022 2023 2024\nRevenue – letters ($m) 1,996.4 1,794.4 1,783.1 1,710.4 1,706.1\nRevenue – non-letters ($m) 5,502.8 6,479.3 7,190.8 7,254.8 7,423.0\nExpenditure (including finance costs) ($m) 7, | `annual-reports/2023-24.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf)` |\n| $950.5 million, 950.5 million | Key audit matter How the audit addressed the matter\nKey audit matters\nValuation of net superannuation asset To audit the valuation of the net superannuation\nKey audit matter How the audit addressed the matter asset I performed the following procedures:\nRefer to Note C3 ‘Post employment benefits’\nValuation of unearned revenue liability To audit the valuation of unearned revenue liability, I • assessed the design, implementation and\nThe Group recog | `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)` |\n| $296.4 million, 296.4 million | The measurement of the net including management of the members’ data\nliability of $296.4 million, which includes a provision revenue recognition by testing a sample of superannuation asset involves significant judgement. used for the valuation;\ntransactions;\nfor the estimated value of postage products sold but The measurement of the Group’s superannuation • assessed and evaluated the independence and\nnot yet used at 30 June 2022. • conducted anal | `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)` |\n| $8.3 billion, $100.7 million, 8.3 billion, 100.7 million | Australia Post recorded revenue of $8.3 billion for the period – a Our 4,320 Post Offices across Australia continue to be more\nnew record for the organisation - and delivered a profit before important than ever; acting as vital local hubs, particularly in\ntax of $100.7 million. | `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)` |\n| $3.5 billion, 99 per cent, 3.5 billion, 10 per cent | As State & Territory lockdowns imposed\n• in rural and remote areas 2,500 2,517\nongoing retail closures, we kept 99 per cent of our post offices\n• in metropolitan areas, open and generated $3.5 billion of in-store revenue; 10 per cent\nresidences to be located more than the year before. | `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)` |\n| $3.5 billion, 3.5 billion, 10 per cent | [pages 97,98,99,100]\ns\n• in metropolitan areas, open and generated $3.5 billion of in-store revenue; 10 per cent\nresidences to be located more than the year before. | `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)` |\n| $304.8 million, 304.8 million | [Page 108]\n106\nFinancial statements audit report\nKey audit matter How the audit addressed the matter\nValuation of unearned revenue liability To audit the valuation of unearned revenue liability, I\nperformed the following procedures:\nRefer to Note A1 ‘Revenue and other income’ and\nNote B7 ‘Payables’ • assessed the design, implementation, and\noperating effectiveness of key controls over\nThe Group has recognised an unearned revenue\nrevenue recogniti | `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)` |\n| $800.5 million, 800.5 million | [Page 109]\n107\nKey audit matter How the audit addressed the matter\nValuation of net superannuation asset To audit the valuation of the net superannuation\nasset I performed the following procedures:\nRefer to Note C3 ‘Post-employment benefits’\n• assessed the design, implementation and\nThe Group recognised a net superannuation asset of\noperating effectiveness of internal controls over\n$800.5 million at 30 June 2023 which comprises a\nthe management o | `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)` |\n| $88.5 million, $9,129\nm, $200.3 million, 88.5 million, 200.3 million | [Page 16]\nOur business performance\n14 OUR FINANCIAL PERFORMANCE\nOur business\nperformance\nRevenue In FY24 Australia Post recorded a pre-tax\nloss of $88.5 million, compared to last year’s\n$9,129\nm\n$200.3 million deficit. | `annual-reports/2023-24.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf)` |\n| $88.5 , $6.46 billion, 6.46 billion | Loss before tax This improved performance is due Domestic parcel volumes increased\nto the implementation of the Post26 by 1.8% in FY24, contributing\n$88.5 strategy and first phase reforms, which to Parcels revenue of $6.46 billion,\nm are focused on delivering a simplified an increase of 3.3% on the year prior.\nand sustainable business while\nreducing costs and improving services. | `annual-reports/2023-24.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf)` |\n| $361.8 million, $73.6 million, 361.8 million, 73.6 million | Letters Budget\nTotal Letters operations generated a Loss Before Tax of $361.8 million for the full year FY24, which was\n$73.6 million ahead of target. | `annual-reports/2023-24.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf)` |\n| $290m | [Page 86]\nAUSTRALIA POST ANNUAL REPORT 2021\nRemuneration report 2021\nMeasure KPI Link to Strategy Performance Outcome\nBusiness Enterprise Business Continually Enterprise Business Efficiency Program: has delivered Met\nUnit Efficiency challenging $290m of efficiencies for the full year FY21 and is ahead of Stretch\nFinancials ourselves to Target. | `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)` |\n| $200.3 million, $255.6 million, 200.3 million, 255.6 million | FY23 Performance against the Enterprise Scorecard Not met Met Entry Met Target Met Stretch\nKPI Measure (Performance) Outcome\nProfit Before Tax (PBT)\nThe Group’s full year Loss Before Tax of $200.3 million was $255.6 million below last year’s PBT. | `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)` |\n| $12.0 million, $55.3 million, $4.5 million, $32.1 million, $28.3 million, $36.3 million | 107m\nsince 2020\nAs the nation came to depend on our services more than ever, our team delivered\n200,000\nlike never before.\nfederal election articles delivered\nSTEM resources Australia’s largest delivery\nPerformance against targets small businesses supported delivered to children in fleet of electric vehicles\nPerformance indicator Target Performance Census\nwith MyPost Business\n400+\n4,635\n16m\narticles\nProfit before tax $12.0 million $55.3 million\nd | `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)` |\n| $76.7m | Achieved\n$76.7m\nIntegrating our Post26 enterprise strategy and ambitiously\n3% Aboriginal and Torres Strait\nextending from our 2020–2022 achievements, the Roadmap will energy efficient LED lights Islander team member\nreinforce our initiatives to reduce emissions in line with the science. across 107 sites representation across our workforce with social enterprises and Indigenous\nAchieving our 2025 target, which has been validated by the businesses, | `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)` |\n| $427 million, $144.5 million, $427.2 , $7.2 billion, 427 million, 144.5 million | After customers, with $427 million invested in\na strong first-half profit, the second half new parcels facilities, fleet and technology\nincurred a loss of $144.5 million, which is in the past financial year alone.\nconsiderably higher than in previous years.\n$427.2 It is expected the significant growth in\nOur Parcels and Services revenue for the eCommerce experienced in early 2022\nfull year was up 11.0 per cent, to $7.2 billion, will see further m | `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)` |\n| 71 per cent, 84 per cent, 70 per cent, 20 per cent | Overall, we're on track\nNew waste compactors\nto meet our 2025 targets The overall StarTrack recycling\nand balers rate has increased from 71 per cent\nof increasing the recycling\nto 84 per cent since FY19, and nine\nWaste compactors and balers are rate to 70 per cent and of the top 10 waste generating\neffective tools for reducing the size sites achieved the enterprise\ndecreasing waste to\nof recyclable materials like cardboard target of 70 per cent d | `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)` |\n\n## Key Achievements\n\n- This year we continued our focus on reducing our environmental\n124 million impacts, facilitating a circular economy and ensuring traceability\nand transparency within our supply chain.\nparcels delivered\ncarbon neutral since\nOctober 2019\n74,500+*\npieces of soft plastic\ndiverted from landfill\n1 of 13\nAustralian companies\nwith a validated\nScience Based Target\n* Soft plastics collection eight week pilot in\n12 Post Offices across regional NSW\n57\nOUR\nENVIRONMENT\nHelping build a We continue to progress against these\nfour APCO targets:\nsustainable future\nDespite the significant increase in parcel 100%\n1.\nvolumes, driven by the extraordinary\ngrowth in eCommerce, we have continued reusable, recyclable or\nto progress toward the achievement of compostable packaging\nour 2025 environmental targets.\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n- [Page 3]\nContents\nA message from our Managing Director & Group CEO, Ahmed Fahour 2 Building our talent, CareerTrackers partnership 13\nA message from Reconciliation Australia CEO, Justin Mohammed 3 CMC Indigenous Services – working in partnership with Australia Post 14\nOur Vision for Reconciliation 4 Letters and Mail Network Senior Leadership Team Cultural\nImmersion, Alice Springs 15\nOur Business 5\nSupporting our Community – Indigenous branding on fleet 16\nOur Partners 5\nA Vision for Reconciliation, Indigenous Mural, Sydney 18\nOur Goals for the Reconciliation Action Plan (RAP) 2017–20 6\nThe Australia Post Australian Legends Award 20\nCase Study – Uncle Alfred Men’s Group (Townsville, QLD, ACT) 6\nRAP – Relationships 24\nThree key goals are to be incorporated and delivered through this RAP 7\nGovernance, Monitoring and Reporting 27\nCase Study – Enterprise Learning Projects (Kalumburu, WA) 7\n  Source: `strategies/reconciliation-action-plan-jul2017.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/publications/reconciliation-action-plan-jul2017.pdf)`\n- [pages 3,4]\nction Plan (RAP) 2017–20 6\nThe Australia Post Australian Legends Award 20\nCase Study – Uncle Alfred Men’s Group (Townsville, QLD, ACT) 6\nRAP – Relationships 24\nThree key goals are to be incorporated and delivered through this RAP 7\nGovernance, Monitoring and Reporting 27\nCase Study – Enterprise Learning Projects (Kalumburu, WA) 7\nRAP – Respect 28\nOur RAP 8\nCase Study – Australian Youth Climate Coalition (Canberra, ACT) 31\nOur Journey – a reflection on our progress, key learnings, challenges\nand achievements 8 National Reconciliation Week 31\nOur People – working together to create a diverse workforce 10 RAP – Opportunities 32\nAboriginal and Torres Strait Islander employee Retention Tracking and Progress Reporting 37\n– The Employee Care Program (ECP) 12\nReconciliation Action Plan | 2017–20 1\n  Source: `strategies/reconciliation-action-plan-jul2017.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/publications/reconciliation-action-plan-jul2017.pdf)`\n- [Page 7]\nSupporting Delighting our Creating a\neach other customers and sustainable\ncommunities future\n20,236\nteam members 202 million 200 million\ncompleted Our AP Way carbon neutral\nvisits to our Post Offices\nparcel deliveries\n#1\nmade since 2019, equal\n234,000\nto removing 117,000\nAustralian Access\nsmall businesses cars off the road\nand Inclusion Index\nsupported with\nMyPost Business\n27% $565.5m\n(3,104 tonne) reduction\npayments to our 3 million\nin waste to landfill Licensed Post Office\npostcards\npartners\ndelivered\n1st\n66% to help connect people\nSustainability\nwith mental health\nBond launched\nculture and\nsupport services\nengagement\nand each other\nsurvey score 27%\n2-hour increase in our own\n3%\nsolar generation\ncustomer delivery\nIndigenous\nnotifications launched\nteam member 500\nrepresentation\n2.8 million items new electric delivery\nvehicles added to\n32% delivered on a single day\nour fleet\n  Source: `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)`\n- Disaster support Environment\nHelp communities prepare for, respond Protect and restore the habitat of the koala,\nto and recover from disasters as part of our commitment to delivering\na more sustainable future\n1,710\nIMPACT DELIVERED\n3\nyear\nfree mail redirection Disaster preparedness\nand mail hold services quiz co-designed with partnership signed with World\nprovided to people Australian Red Cross Wildlife Fund for Nature Australia\nto help Australians\naffected by the 2022 (WWF-Australia), with a shared goal\nprepare for a disaster.\nfloods in New South to double the koala population across\nWales, Victoria 85% of people eastern Australia by 2050\nwho completed\nand Tasmania\nthe quiz felt more\nprepared afterward\n$21,507\n750,000 in fundraising in May\nand June 2023 for\npostcards encouraging WWF-Australia to help\npreparedness actions protect and restore\ndelivered to households koala habitats\n  Source: `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)`\n- Results from the Our AP Way Say engagement survey indicated that participants who had\ncompleted Our AP Way were more engaged – with engagement 7+ percentage points higher for team members who\nparticipated in a workshop;\n• delivered the 2023 Our AP Way Say engagement survey, realising a one per cent engagement increase relative to the last survey\n– a remarkable result in an environment of significant change, with over 63 per cent of employed team members participating;\n• increased the number and utilisation of the parcel lockers – with 710 parcel locker banks now at 672 locations providing\nan additional level for convenience for customers wanting to collect their parcels outside of business hours;\n• promoted the Australia Post app, which was ranked #1 business app in both the Android and Apple app stores\n  Source: `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)`\n- [Page 13]\nAmplifying Indigenous Voices | Stretch Reconciliation Action Plan 25\nUnderstanding Key outcomes achieved\nduring our 2020–2022\nPast to Progress\n(Stretch) RAP\nFuture Voices\nEmployment and Careers\nRising Star Trainee of the\nYear 2021: Kaysharna Coyne\nKaysharna participated in a retail School 52 School Based\nBased Traineeship with Centennial Park Post\nand Adult\nOffice, WA and completed a Certificate II in\nTraineeships.\n  Source: `strategies/reconciliation-action-plan.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/reconciliation-action-plan.pdf)`\n- [Page 42]\nAUSTRALIA POST ANNUAL REPORT 2021\nOUR CUSTOMERS AND COMMUNITIES\nEngaging our people\nTo increase awareness of our partnership with the Indigenous Literacy\nFoundation our commitment to children’s literacy and to highlight our role in\ndelivering for the Book Supply program among our people, we delivered over\n400,000 bookmarks to 3,548 participating Post Offices across our network.\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n- Celebrating First Nations literacy\nOther mental health support included: and storytelling\n• delivering information about Beyond Blue's NewAccess\nmental health coaching support program to over 1.5 million This year our team members delivered over 109,000 books\nletterboxes nationally to 411 remote First Nations communities, and we reached\n• distributing 2,000 host kits for the inaugural ‘Big Blue the significant milestone of more than 388,000 books\nTable’ fundraising campaign.\n  Source: `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)`\n- [Page 5]\nFY24 in review\nSupporting Delighting our Creating a\neach other customers and sustainable\ncommunities future\n9,000+\nextended workforce 2.3 billion Regulatory\nteam members articles delivered change\ncompleted Our AP\nto letters deliveries\nWay culture program\n3 million\narticles delivered New\n4th year\nin one day in\nDelivery\nas a Disability\nDecember 2023\nConfident Recruiter Model\nrollout commenced\nAustralia\n$581.8 million\nPost Metro\npayments to our 29%\nlaunched highly\nLicensed Post Office\nreduction in Scope\nreliable next day\npartners\n1 and 2 emissions\neCommerce service\nfrom FY19 baseline\nGold Tier\nPOST+\nemployer Australian 55%\nrolled out to over\nWorkplace\nincrease in our\n3,500 Post Offices\nEquality Index\nown solar generation\nyear on year\n9 million\n67,900+\npostcards\nsafety hazards 16%\ndistributed to\nrecorded into the\nreduction in waste\nconnect people\nScanit app\nto landfill year\n  Source: `annual-reports/2023-24.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf)`\n- Fundraising\nWith our partner DeadlyScience, we delivered 1,509 parcels of science,\ntechnology, engineering and maths resources to more than 686\n$18,963\nschools, and developed a Science Week teacher guide in partnership\nwith DeadlyScience and Wingaru on the theme of Innovation: Powering\nFuture Industries. raised for ILF via Post Offices\nand online\nCunnamulla Library celebrates Book Supply milestone\nCunnamulla Library in South West Queensland, was the proud recipient of the 500,000th book distributed\nby Australia Post, Moli bin git stak (Molly gets stuck), written by Karen Manbulloo and illustrated by the\nBinjari Buk Mob.\n  Source: `annual-reports/2023-24.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf)`\n- [pages 39,40]\ninternally Publicly report progress in: Head of Diversity & Inclusion July 2018, 2019, 2020\nand externally\n• Australia Post Annual Report\n• Australia Post annual Diversity & Inclusion Report\nProvide progress report to Australia Post Aboriginal and Torres Strait Head of Diversity & Inclusion July 2018, 2019, 2020\nIslander employees & broader workforce National Indigenous Manager\nReview, refresh and Liaise with Reconciliation Australia to develop a new RAP based on National Indigenous Manager July 2019\nupdate RAP learnings, challenges and achievements\nSend draft RAP to Reconciliation Australia for feedback National Indigenous Manager December 2019\nSubmit draft RAP to Reconciliation Australia for formal endorsement National Indigenous Manager March 2020\nReconciliation Action Plan | 2017–20 37\n  Source: `strategies/reconciliation-action-plan-jul2017.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/publications/reconciliation-action-plan-jul2017.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Post seeks to maintain a Board of Directors with a broad range\nFurther details in relation to corporate governance at Australia Post, of skills, experience and knowledge relevant to overseeing (a) (b) (a) (b) (a) (b) (a) (b) (a) (b)\nand information on how Australia Post’s corporate governance the business of a 21st century eCommerce, digital, retail and\narrangements align to the ASX Corporate Governance Council’s mail enterprise and managing business, risk and governance Lucio Di Bartolomeo 16^ 16 – – – – 5^ 5 5 5\nCorporate Governance Principles and Recommendations (4th issues as they arise.\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n- She is\nVictoria, a member of the Audit a former lawyer and has held Christine Holgate\nHe served as the Minister for\nVeterans’ Affairs, the Minister and Risk Commission of the senior roles with Fortescue Ceased employment as Group\nAssisting the Prime Minister International Federation of Red Metals Group Ltd, Melbourne Chief Executive Officer and\nfor the Centenary of ANZAC, Cross Red Crescent Societies 2006 Commonwealth Games Managing Director, with effect\nand the Special Minister and was until December 2019 a and as Chief of Staff to the from 2 November 2020.\nnon-executive director of Dairy Premier of Western Australia.\nof State, was previously a\nAustralia and Neurosciences\ndirector of Snowy Hydro Ltd Ms Willmott is a director Mario D’Orazio\nVictoria.\nand Berklee Pty Ltd, and was of the Perth USAsia Centre\nResigned from the Board,\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n- Directors’ attendance at meetings 2020-21\nAustralia Post Audit and Risk People and Nomination Safety\nBoard Committee Sustainability and Remuneration Committee\nCommittee Committee\n(a) (b) (a) (b) (a) (b) (a) (b) (a) (b)\nLucio Di Bartolomeo 27 27ˆ – – – – 7 7ˆ 5 5\nChristine Holgate 4 4 – – – – – – – –\nRodney Boys 15 15 – – – – – – – –\nAndrea Staines OAM 27 23 4 4 5 5 7 7 – –\nMario D’Orazio 27 26 – – 5 4 7 7 5 5\nBruce McIver AM 27 27 4 4 – – 7 7 5 5\nTony Nutt AO 27 27 – – 5 5 7 7 – –\nThe Hon 27 27 4 4 – – 7 7 5 5ˆ\nMichael Ronaldson\nJan West AM 27 27 4 4ˆ – – 7 7 – –\nDeidre Willmott 27 27 – – 5 5ˆ 7 7 – –\nNotes: (a) Number of meetings held while a formal forum member.\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n- Members\nReporting is provided on an accruals basis, with the following\nAudit & Risk Committee $22,430 $22,430\naverage remuneration components disclosed:\nChair\n• Base salary\nAudit & Risk Committee $11,220 $11,220\nMember • Short-term incentives\nPeople & Sustainability $19,110 $19,110 • Other benefits & allowances\nCommittee Chair3\n• Superannuation\nPeople & Sustainability $9,560 $9,560\n• Long service leave\nCommittee Members3\n• Other long-term benefits\n1.\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n- [pages 39,40]\nlder Ministers under the PGPA Act. * Rodney Boys was the Acting Group CEO and MD until 23 September 2021\nIn financial year 2021/22 the Board had established four\nAustralia Post has established a formal Shareholder\nCommittees – the Audit and Risk Committee, the People and\nCommunication Program that records the arrangements in place\nSustainability Committee, the Nomination and Remuneration\nthat facilitate effective communication between Australia Post\nCommittee and the Safety Committee.\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n- Jan West AM9 2022 108,348 - 10,835 119,183\nDeputy Chair $108,100 $111,080\nReporting is provided on an accruals basis, with the following 2021 118,771 - 11,284 130,055\nNon-executive Directors $96,890 $99,560\naverage remuneration components disclosed:\nMembers Total (9 Non-executive directors ) 2022 949,294 924 94,929 1,045,147\n• Base salary Total (8 Non-executive directors ) 2021 970,984 - 92,247 1,063,231\nAudit & Risk Committee $22,430 $23,050\nChair • At-risk variable remuneration\n1.\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n- Disaster support Environment\nHelp communities prepare for, respond Protect and restore the habitat of the koala,\nto and recover from disasters as part of our commitment to delivering\na more sustainable future\n1,710\nIMPACT DELIVERED\n3\nyear\nfree mail redirection Disaster preparedness\nand mail hold services quiz co-designed with partnership signed with World\nprovided to people Australian Red Cross Wildlife Fund for Nature Australia\nto help Australians\naffected by the 2022 (WWF-Australia), with a shared goal\nprepare for a disaster.\nfloods in New South to double the koala population across\nWales, Victoria 85% of people eastern Australia by 2050\nwho completed\nand Tasmania\nthe quiz felt more\nprepared afterward\n$21,507\n750,000 in fundraising in May\nand June 2023 for\npostcards encouraging WWF-Australia to help\npreparedness actions protect and restore\ndelivered to households koala habitats\n  Source: `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)`\n- [Page 75]\nRisk Governance\nAustralia Post Board\nStrategy Risk policy Risk appetite Risk framework\nAudit & Risk Committee People Committee\nLeadership Team\n(Supported by Business Unit Leadership Teams)\nStrategic risks Operational risks\nRisks that impact Australia Post's ability Risks that impact Australia Post's ability\nto meet its strategic objectives to deliver its operational objectives\n• Maintaining strong relationships with • Safety & wellbeing\nall stakeholders • Workforce & industrial relations\n• Achieving long-term sustainability • Cyber risk\n• Post Office network • Operational network disruption\n• Technology stability and availability\nEmerging & watchlist risks\nWorkforce attraction Data Strategic program\n& retention management delivery\nThree lines of defence model\nManagement Independent assurance\nFirst line Second line Third line\n  Source: `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)`\n- Directors’ attendance at meetings FY23\nNomination and\nAustralia Post Audit and Risk People Remuneration Safety\nBoard Committee Committee Footnote 1 Committee Footnote 1 Committee Footnote 1\n(a) (b) (a) (b) (a) (b) (a) (b) (a) (b)\nSiobhan McKenna 6 Footnote 2 6 2 2 2 Footnote 2 2 1 1 1 1\nLucio Di Bartolomeo 3 Footnote 2 3 – – – – 3 3 1 1\nPaul Graham 10 10 – – – – – – – –\nAndrea Staines OAM 10 Footnote 2 10 2 2 5 5 5 Footnote 2 5 – –\nRobyn Clubb AM 8 8 3 Footnote 2 3 – – – – 2 2\nRichard Dammery 10 10 4 4 3 3 4 4 3 Footnote 2 3\nLauna Inman 10 10 4 Footnote 2 4 – – 1 1 2 2\nTony Nutt AO 10 9 – – 5 4 5 5 – –\nDeidre Willmott 10 10 1 1 5 Footnote 2 5 – – – –\nNotes:\n(a) Number of meetings held while a Director/Committee member.\n(b) Number of meetings attended while a Director/Committee member.\n  Source: `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)`\n- Table 3: Non-Executive Director fees\nRole Annual Fee with effect from:\n1 July 2022 1 1 July 2023 2\nChair $199,040 $207,010\nDeputy Chair $111,080 $115,530\nNon-Executive Directors (Members) $99,560 $103,550\nAudit & Risk Committee Chair 3 $23,050 $23,980\nAudit & Risk Committee Member 4 $11,530 $12,000\nPeople Committee Chair 5, 6 $19,640 $20,430\nPeople Committee Members 7, 8 $9,830 $10,230\n1 Remuneration Tribunal (Remuneration and Allowances for Holders of Part-time Public Office) Determination 2022.\n  Source: `annual-reports/2022-23.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf)`\n- Dog attacks represent a serious safety risk to our team\nTo address this challenge, we engaged with\nmember, with over 2,721 dog-related incidents across\nteam members who revealed the need for\nAustralia over the past 12 months, a 5% increase on\nincreased mutual care and trust, safety as\n2,592 incidents in FY23.\n  Source: `annual-reports/2023-24.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf)`\n- [Page 81]\nRisk Governance\nAustralia Post Board\nStrategy Risk policy Risk appetite Risk framework\nAudit & Risk Committee People Committee\nLeadership Team\n(Supported by Business Unit Leadership Teams)\nStrategic risks Operational risks\nRisks that impact Australia Post's ability Risks that impact Australia Post's ability\nto meet its strategic objectives to deliver its operational objectives\n• Maintaining strong stakeholder relationships • Safety\n• Achieving long-term financial sustainability • Workforce & industrial relations\n• Post Office network • Cyber risk\n• Technology stability and availability • Operational network disruption\n• Competitor • Data\nEmerging & watchlist risks\nEnvironmental, social Artificial Strategic program\n& governance intelligence delivery\nThree lines model\nManagement Independent assurance\nFirst line Second line Third line\n  Source: `annual-reports/2023-24.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf)`\n- [pages 81,82]\n• Workforce & industrial relations\n• Post Office network • Cyber risk\n• Technology stability and availability • Operational network disruption\n• Competitor • Data\nEmerging & watchlist risks\nEnvironmental, social Artificial Strategic program\n& governance intelligence delivery\nThree lines model\nManagement Independent assurance\nFirst line Second line Third line\nOwn, manage & report risk Business engagement, oversight Provides independent assurance\n• EGMs and their Leadership Teams and sets the framework & of frameworks & controls\nstandards effectiveness\n• Functional Business Units\n• Group Risk, Compliance • Internal Audit\n• Site Managers & Teams\n& Security • External Assurance Providers\nAnnual\nReport\n2024\nAUSTRALIA\nPOST\n79\n1\n2\nBusiness\nreview\n3\nRemuneration\nreport\n4\nFinancial\nreport\nOverview\n  Source: `annual-reports/2023-24.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf)`\n- Directors’ attendance at meetings 2023-24\nAustralia Post Board Audit and Risk Committee People Committee\n(a) (b) (a) (b) (a) (b)\nSiobhan McKenna 9 Footnote 1 9 4 3 4 Footnote 1 4\nPaul Graham 9 9 – – – –\nSteve Mann 6 5 – – 2 Footnote 1 2\nJodie Auster 9 9 – – 4 4\nRobyn Clubb AM 9 8 4 Footnote 1 4 – –\nRichard Dammery 9 9 4 4 – –\nDebra Hazelton 6 4 – – 2 1\nLauna Inman 9 9 4 4 – –\nTony Nutt AO 6 6 – – 3 3\nNotes:\n(a) Number of meetings held while a Director/Committee member.\n(b) Number of meetings attended while a Director/Committee member.\n  Source: `annual-reports/2023-24.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf)`\n\n## Corporate Values and Operating Culture\n\n- For the GCEO&MD motivated by our “One Australia Post” vision and purpose;\nand senior executives, termination on notice\npayments are calculated based on length of • Strategically aligned and performance linked: our\nservice and are no less than an amount equal executive remuneration framework supports the delivery of\nto the notice period and no more than twelve Australia Post’s strategy, helps to create long-term value and\nmonths’ of fixed annual remuneration. delivers strong financial returns to our Shareholder by linking\nexecutive remuneration outcomes to relevant and measurable\nTermination In certain scenarios as set out in the\nwithout employment contracts of the GCEO&MD and financial and nonfinancial goals;\nnotice senior executives (e.g. breach of contract,\n• Shared responsibility and personal accountability: our\nimproper conduct or conviction for a criminal\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n- [Page 33]\nThe Value of Post Offices in Australia\nAustralia Post’s role in regional and remote communities\nRegional and remote areas make more non-postal transactions than metro areas\nAccess to key services can be difficult in regional and remote Australia, Chart 4.2: Composition of annual transactions 2020-2021\nwith a smaller concentration of service providers, shorter operational\n100\nhours, and staff shortages.\n  Source: `other-pdfs/the-value-of-post-offices-in-australia.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/the-value-of-post-offices-in-australia.pdf)`\n- [pages 16,17]\nstomers 2021 at the World Post & Parcel • 124 million parcels delivered carbon\nin our retail outlets in December Awards, winning the accolade for neutral since October 2019\nexceptional Customer Service\n• New gateways established in the • 74,500 pieces of soft plastic diverted\nUS, Europe and Asia, and new lanes • Supported businesses with employee from landfill\nincluding from the US to Singapore, background checking via our website,\n• Saved 119 trees a year by moving to\nHong Kong and New Zealand removing obstacles to employment\ndigital payslips\n• Record revenue growth of 90.6 per\ncent for our eCommerce solutions\nbusiness AP Global\n13\nVALUE\nCREATION\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n- The STI is aligned to the strategic • 50% Enterprise financials\npriorities of the Enterprise, performance is assessed\n• 10% Business Unit financials\nagainst the Enterprise scorecard outlined on page 83:\n• 20% Strategic KPIs\n• 50% Enterprise financials\n• 20% Leadership & Safety Management\n• 10% Business Unit financials\n• 20% Strategic KPIs\n• 20% Leadership & Safety Management\nLinking Strategy, Performance and Remuneration\n(Section 6)\nRemuneration is designed to support Australia Post’s strategy to support our customers to grow and communities to thrive,\nconnecting Australian businesses and communities to the world, creating products that people value and trust and always\nproviding great value and service.\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n- [Page 94]\nAUSTRALIA POST ANNUAL REPORT 2021\nFinancial and\nstatutory reports\nContents\nSigned reports\nStatement by Directors, Acting Group Chief Executive Officer and\nManaging Director and Acting Group Chief Financial Officer 93\nAnnual performance statement for the year ended 30 June 2021 94\nFinancial statement audit report 98\nFinancial statements\nConsolidated statement of comprehensive income 102\nConsolidated balance sheet 103\nConsolidated statement of changes in equity 104\nConsolidated statement of cash flows 105\nNotes to the fnancial statements\nAbout the financial statements 106\nOur business A1 Revenue and other income A4 Cash flows\nperformance A2 Expenses A5 Dividends\nA3 Taxation\nOur asset B1 Receivables B5 Impairment of non- financial assets\nplatform B2 Property, plant and equipment B6 Investment property\nB3 Intangible assets B7 Payables\nB4 Leases\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n- [pages 94,95,96]\nestment property\nB3 Intangible assets B7 Payables\nB4 Leases\nOur people C1 Employee provisions C3 Post- employment benefits\nC2 Key management personnel remuneration\nOur funding structure D1 Capital management D3 Using derivatives to hedge risks\nand management of our D2 Managing our financial risks D4 Fair value measurement\nfinancial risks\nOther information E1 Our subsidiaries E4 Contingencies\nE2 Australian Postal Corporation E5 Other accounting policies\nE3 Auditor’s remuneration\nOther important information\nCommunity service obligations 147\nAuditor- General’s report – performance standards 148\nDomestic letter service monitor 150\nSurvey certification 152\nLetters/non -letters services 156\nStatutory reporting requirements index 157\nStatutory reporting requirements 160\nCorporate directory 167\n92\n  Source: `annual-reports/2020-21.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf)`\n- Strategic direction 06\nValue creation 08\n4,310\nCorporate responsibility 10 Post Offices\nOur business performance 12\n2,513 640\nOur people 20\nPost Offices in rural parcel locker\nDelivery points\nand remote areas locations and more\nOur customers and communities 32 than 51,000 lockers Post Offices\nOur network 44 As Australia’s postal\nservice for more than 200\nOur innovation and expertise 50\nyears, we’re at the heart of\nOur environment 56 every community.\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n- Notes to the financial statements\nAbout the financial statements 108\nOur business A1 Revenue and other income A4 Cash flows\nperformance\nA2 Expenses A5 Dividends\nLucio Di Bartolomeo Paul Graham Rodney Boys\nA3 Taxation C hair Group Chief Executive Officer Group Chief Financial Officer\nOur asset B1 Receivables B5 Impairment of non-financial assets Board of Directors and Managing Director\nMelbourne\nplatform (o n behalf of Directors)\nMelbourne 25 August 2022\nB2 Property, plant and equipment B6 Investment property\nM elbourne 25 August 2022\nB3 Intangible assets B7 Payables 2 5 August 2022\nB4 Leases B8 Other provisions\nOur people C1 Employee provisions C3 Post-employment benefits\nC2 Key management personnel remuneration\nbenefits\nOur funding structure D1 Capital management D3 Using derivatives to hedge risks\nand management of our\n  Source: `annual-reports/2021-22.pdf (https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `annual-reports/2020-21.pdf` - annual-reports - https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf\n- `annual-reports/2025.pdf` - annual-reports - https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf\n- `strategies/australia-post-sustainable-finance-framework-second-party-opinion.pdf` - strategies - https://auspost.com.au/content/dam/auspost_corp/media/documents/australia-post-sustainable-finance-framework-second-party-opinion.pdf\n- `strategies/australia-post-sustainable-finance-framework.pdf` - strategies - https://auspost.com.au/content/dam/auspost_corp/media/documents/australia-post-sustainable-finance-framework.pdf\n- `strategies/enabling-ecommerce-in-a-digital-economy.pdf` - strategies - http://auspost.com.au/content/dam/auspost_corp/media/documents/enabling-ecommerce-in-a-digital-economy.pdf\n- `strategies/mails-role-in-the-digital-age-research-report.pdf` - strategies - http://auspost.com.au/content/dam/auspost_corp/media/documents/mails-role-in-the-digital-age-research-report.pdf\n- `strategies/reconciliation-action-plan.pdf` - strategies - https://auspost.com.au/content/dam/auspost_corp/media/documents/reconciliation-action-plan.pdf\n- `strategies/australia-post-accessibility-action-plan.pdf` - strategies - https://auspost.com.au/content/dam/auspost_corp/media/documents/australia-post-accessibility-action-plan.pdf\n- `strategies/reconciliation-action-plan-australia-post-2014-17.pdf` - strategies - https://auspost.com.au/content/dam/auspost_corp/media/documents/reconciliation-action-plan-australia-post-2014-17.pdf\n- `strategies/accessibility-action-plan-2017-2019.pdf` - strategies - https://auspost.com.au/content/dam/auspost_corp/media/documents/accessibility-action-plan-2017-2019.pdf\n- `strategies/reconciliation-action-plan-jul2017.pdf` - strategies - https://auspost.com.au/content/dam/auspost_corp/media/documents/publications/reconciliation-action-plan-jul2017.pdf\n- `strategies/reconciliation-action-plan-2020-2022.pdf` - strategies - https://auspost.com.au/content/dam/auspost_corp/media/documents/reconciliation-action-plan-2020-2022.pdf\n- `strategies/2024-refugee-employment-engagement-action-plan.pdf` - strategies - https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-refugee-employment-engagement-action-plan.pdf\n- `strategies/australia-post-2030-sustainability-framework.pdf` - strategies - https://auspost.com.au/content/dam/auspost_corp/media/documents/australia-post-2030-sustainability-framework.pdf\n- `pages/about.html` - pages - http://auspost.com.au/about-us\n- `pages/announcements-index.html` - pages - http://auspost.com.au/business/shipping/letters-domestic/large-volume/online-mailing-statements\n- `pages/annual-reports-index.html` - pages - https://auspost.com.au/about-us/news-media/publications\n- `pages/annual-reports-index__00.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/2024-australia-post-annual-report.pdf\n- `pages/annual-reports-index__01.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/2023-australia-post-annual-report.pdf\n- `pages/annual-reports-index__02.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/2022-australia-post-annual-report.pdf\n- `pages/annual-reports-index__03.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/2021-australia-post-annual-report.pdf\n- `pages/annual-reports-index__04.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/2020-australia-post-annual-report.pdf\n- `pages/annual-reports-index__05.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/publications/2019-australia-post-annual-report.pdf\n- `pages/annual-reports-index__06.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/annual-report-2018.pdf\n- `pages/annual-reports-index__07.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/Annual-Report-2017.pdf\n- `pages/annual-reports-index__08.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/annual-report-2015-2016.pdf\n- `pages/annual-reports-index__09.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/publications/annual-report-2016%E2%80%93accessible-version.rtf\n- `pages/annual-reports-index__10.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/australia-post-annual-report-2015.pdf\n- `pages/annual-reports-index__11.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/Australia_Post_Annual_Report_2013-14.pdf\n- `pages/annual-reports-index__12.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/annual-report-2012-2013.pdf\n- `pages/annual-reports-index__13.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/australia-post-annual-report-2011-12.pdf\n- `pages/annual-reports-index__14.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/2010-11-integrated-annual-report-web.pdf\n- `pages/annual-reports-index__15.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/AP-annual-report-0910.pdf\n- `pages/annual-reports-index__16.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/diversity-and-inclusion-annual-report-2016.pdf\n- `pages/annual-reports-index__17.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/diversity-and-inclusion-annual-report-2016.rtf\n- `pages/annual-reports-index__18.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/diversity-inclusion-annual-report-2014-15.pdf\n- `pages/annual-reports-index__19.html` - pages - https://auspost.com.au/content/dam/auspost_corp/media/documents/diversity-inclusion-annual-report-2013-14.pdf\n- `pages/contact.html` - pages - http://auspost.com.au/business/marketing-and-communications/access-data-and-insights/contact-data-quality\n- `pages/corporate-plans-index.html` - pages - https://auspost.com.au/about-us/news-media/publications\n- `pages/homepage.html` - pages - http://auspost.com.au\n- `pages/leadership.html` - pages - http://auspost.com.au/enterprise-gov/insights-and-reports/working-differently/leadership-in-new-reality\n- `pages/news-latest.html` - pages - http://auspost.com.au/enterprise-gov/insights-and-reports/understanding-customers/value-of-trust-in-fake-news-era\n- `pages/strategies-index.html` - pages - http://auspost.com.au/enterprise-gov/insights-and-reports/digitising-services/focusing-on-digital\n- `pages/strategies-index__20.html` - pages - https://auspost.com.au/enterprise-gov/insights-and-reports/digitising-services/focusing-on-digital\n- `pages/strategies-index__21.html` - pages - http://auspost.com.au/enterprise-gov/insights-and-reports/digitising-services/focusing-on-digital\n- `pages/strategies-index__22.html` - pages - http://auspost.com.au/business/marketing-and-communications/access-data-and-insights\n- `pages/strategies-index__23.html` - pages - http://auspost.com.au/enterprise-gov/insights-and-reports/digitising-services/the-new-digital-library-australia\n- `pages/strategies-index__24.html` - pages - http://auspost.com.au/enterprise-gov/insights-and-reports/digitising-services/australia-posts-agile-approach-digital-transformation\n- `pages/strategies-index__25.html` - pages - http://auspost.com.au/enterprise-gov/insights-and-reports/digitising-services/australia-cardless-payment-platforms-digital-economy\n- `pages/strategies-index__26.html` - pages - http://auspost.com.au/enterprise-gov/insights-and-reports/digitising-services/how-organisations-can-step-up-cyber-security\n- `pages/strategies-index__27.html` - pages - http://auspost.com.au/enterprise-gov/insights-and-reports/understanding-customers/can-digital-identity-cut-through-complexities-of-kyc\n- `pages/strategies-index__28.html` - pages - http://auspost.com.au/enterprise-gov/insights-and-reports/understanding-customers/preparing-for-elections\n- `pages/strategies-index__29.html` - pages - http://auspost.com.au/enterprise-gov/insights-and-reports/understanding-customers/cutting-through-digital-noise\n- `pages/structure.html` - pages - http://auspost.com.au/enterprise-gov/insights-and-reports/digitising-services/how-organisations-can-step-up-cyber-security\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/australia-post-in-regional-rural-and-remote-communities.pdf` - other-pdfs - https://auspost.com.au/content/dam/auspost_corp/media/documents/australia-post-in-regional-rural-and-remote-communities.pdf\n- `other-pdfs/the-value-of-post-offices-in-australia.pdf` - other-pdfs - https://auspost.com.au/content/dam/auspost_corp/media/documents/the-value-of-post-offices-in-australia.pdf\n- `other-pdfs/access-and-inclusion-plan-2023-2025.pdf` - other-pdfs - https://auspost.com.au/content/dam/auspost_corp/media/documents/access-and-inclusion-plan-2023-2025.pdf\n- `other-pdfs/sustainalytics-annual-review-of-australia-posts-use-of-proceeds-february-2024.pdf` - other-pdfs - https://auspost.com.au/content/dam/auspost_corp/media/documents/sustainalytics-annual-review-of-australia-posts-use-of-proceeds-february-2024.pdf\n- `other-pdfs/sustainalytics-annual-review-of-australia-posts-use-of-proceeds-april-2025.pdf` - other-pdfs - https://auspost.com.au/content/dam/auspost_corp/media/documents/sustainalytics-annual-review-of-australia-posts-use-of-proceeds-april-2025.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.",
  "legislation_md": "# Australian Postal Corporation — Legislation Administered\n\n**Generated**: 2026-05-13T03:49:29+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 18,769 in / 586 out  ·  cost: $0.00074\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2025.txt`\n- Corporate plan: `(none)`\n\n## 6 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Australian Postal Corporation Act 1989](https://www.legislation.gov.au/search?query=Australian+Postal+Corporation+Act+1989) | 1989 | Act | Primary legislation governing the operations and functions of Australia Post. |\n| [Work Health and Safety Act 2011](https://www.legislation.gov.au/search?query=Work+Health+and+Safety+Act+2011) | 2011 | Act | Legislation governing workplace health and safety for Australia Post. |\n| [Superannuation Benefits (Supervisory Mechanisms) Act 1990](https://www.legislation.gov.au/search?query=Superannuation+Benefits+%28Supervisory+Mechanisms%29+Act+1990) | 1990 | Act | Supervision of superannuation benefits for Australia Post employees. |\n| [Environment Protection and Biodiversity Conservation Act 1999](https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999) | 1999 | Act | Regulation of environmental protection and biodiversity conservation activities by Australia Post. |\n| [Equal Opportunity (Commonwealth Authorities) Act 1987](https://www.legislation.gov.au/search?query=Equal+Opportunity+%28Commonwealth+Authorities%29+Act+1987) | 1987 | Act | Equal employment opportunity obligations for Australia Post. |\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013) | 2013 | Act | Governance and accountability framework for Australia Post. |",
  "global_initiatives_md": "# Australian Postal Corporation — Global Initiatives Catalogue\n\n## Focus areas\n- Infrastructure and logistics\n- Digital transformation and services\n- Environmental sustainability\n- Community service obligations\n\n## Infrastructure and logistics\n\n### United States Postal Service (USPS) Transformation Plan\n**Jurisdiction**: United States\n**Run by**: United States Postal Service\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: The USPS Transformation Plan focuses on modernizing the postal service through infrastructure investments, operational efficiency, and technology upgrades to improve service delivery and financial sustainability.\n**Why it matters to Australia (1–2 sentences)**: Australia Post can learn from USPS’s strategies for modernizing logistics and infrastructure to enhance its operational efficiency and sustainability.\n**Find more**: [USPS Transformation Plan](https://www.google.com/search?q=USPS+Transformation+Plan)\n\n### Royal Mail Modernisation Plan\n**Jurisdiction**: United Kingdom\n**Run by**: Royal Mail Group\n**Year**: 2016\n**Status**: Active\n**What it does (2–3 sentences)**: The Royal Mail Modernisation Plan aims to improve the postal service’s efficiency and sustainability through infrastructure upgrades, operational improvements, and technological advancements.\n**Why it matters to Australia (1–2 sentences)**: Australia Post can adopt Royal Mail’s modernisation strategies to enhance its logistics network and operational efficiency.\n**Find more**: [Royal Mail Modernisation Plan](https://www.google.com/search?q=Royal+Mail+Modernisation+Plan)\n\n### New Zealand Post Transformation Programme\n**Jurisdiction**: New Zealand\n**Run by**: New Zealand Post\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: New Zealand Post’s Transformation Programme focuses on streamlining operations, improving customer service, and investing in sustainable infrastructure to enhance overall service delivery.\n**Why it matters to Australia (1–2 sentences)**: Australia Post can benefit from New Zealand Post’s operational efficiencies and customer service improvements.\n**Find more**: [New Zealand Post Transformation Programme](https://www.google.com/search?q=New+Zealand+Post+Transformation+Programme)\n\n## Digital transformation and services\n\n### Canada Post Digital Transformation\n**Jurisdiction**: Canada\n**Run by**: Canada Post Corporation\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: Canada Post’s Digital Transformation initiative focuses on enhancing customer experience through digital services, improving operational efficiency, and leveraging technology to drive growth.\n**Why it matters to Australia (1–2 sentences)**: Australia Post can learn from Canada Post’s digital service enhancements and technology integration to improve its own digital offerings.\n**Find more**: [Canada Post Digital Transformation](https://www.google.com/search?q=Canada+Post+Digital+Transformation)\n\n### Singapore Post Digital Services\n**Jurisdiction**: Singapore\n**Run by**: Singapore Post\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: Singapore Post’s digital services focus on providing innovative e-commerce solutions, enhancing customer engagement through digital platforms, and improving operational efficiency through technology.\n**Why it matters to Australia (1–2 sentences)**: Australia Post can adopt Singapore Post’s digital service models to boost its e-commerce capabilities and customer engagement.\n**Find more**: [Singapore Post Digital Services](https://www.google.com/search?q=Singapore+Post+Digital+Services)\n\n## Environmental sustainability\n\n### United Nations Sustainable Development Goals (UN SDGs)\n**Jurisdiction**: Global\n**Run by**: United Nations\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: The UN SDGs encompass a range of global goals aimed at promoting sustainable development, including environmental sustainability, which includes reducing emissions and promoting green practices.\n**Why it matters to Australia (1–2 sentences)**: Australia Post can align its environmental initiatives with the UN SDGs to enhance its sustainability efforts and global standing.\n**Find more**: [UN Sustainable Development Goals](https://www.google.com/search?q=UN+Sustainable+Development+Goals)\n\n### European Union Green Deal\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: The EU Green Deal aims to make Europe the first climate-neutral continent by 2050 through comprehensive environmental policies, including significant reductions in emissions and sustainable practices.\n**Why it matters to Australia (1–2 sentences)**: Australia Post can adopt EU Green Deal strategies to enhance its environmental sustainability and align with global environmental standards.\n**Find more**: [EU Green Deal](https://www.google.com/search?q=EU+Green+Deal)\n\n## Community service obligations\n\n### Australia Post Community Service Obligations (CSOs)\n**Jurisdiction**: Australia\n**Run by**: Australia Post\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: Australia Post’s CSOs ensure the provision of essential postal services in remote and underserved areas, maintaining accessibility and reliability across the nation.\n**Why it matters to Australia (1–2 sentences)**: This initiative ensures that Australia Post meets its community obligations, setting a benchmark for similar obligations in other jurisdictions.\n**Find more**: [Australia Post CSOs](https://www.google.com/search?q=Australia+Post+Community+Service+Obligations)\n\n### United States Postal Service Community Outreach\n**Jurisdiction**: United States\n**Run by**: United States Postal Service\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The USPS Community Outreach program focuses on supporting local communities through various initiatives, including mail delivery to underserved areas and partnerships with non-profits.\n**Why it matters to Australia (1–2 sentences)**: Australia Post can adopt USPS’s community outreach strategies to enhance its community service obligations and support local economies.\n**Find more**: [USPS Community Outreach](https://www.google.com/search?q=USPS+Community+Outreach)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*",
  "strategy": {
    "reporting_period": "2024-25",
    "corporate_plan_period": "2025-26",
    "vision": null,
    "vision_source_page": null,
    "purposes": "Delivering a better tomorrow by connecting communities across the country and beyond – delivering essential services, supporting local economies and creating meaningful careers for our people, every day. [CP p.4]",
    "purposes_source_page": 4,
    "how_we_deliver": "Australia Post relies on a vast network, changing customer needs and expectations, intensifying global and domestic competition, technology and increasing cyber risks, financial sustainability, and healthy environment to deliver trusted essential services to all Australians, move millions of items across Australia, enable people and businesses to connect, communicate and transact, offer simple and easy-to-access services, create meaningful employment opportunities, and support opportunity, customer inclusion, and disaster resilience in communities across Australia. [CP p.7]",
    "how_we_deliver_source_page": 7,
    "government_priorities": [
      {
        "text": "Supporting each other",
        "source_page": 12
      },
      {
        "text": "Delighting our customers and communities",
        "source_page": 12
      },
      {
        "text": "Creating a sustainable future",
        "source_page": 12
      }
    ],
    "outcomes": [
      {
        "name": "Delivering a better tomorrow",
        "description": "Australia Post is committed to evolving with the needs of customers – offering trusted services, greater convenience, and meaningful choice. Guided by our Post26 strategy, we’re investing in a sustainable future for our people, our business and the planet – so we can keep delivering for generations to come. [AR p.3]",
        "key_activities": [
          "investing in a sustainable future",
          "offering trusted services",
          "greater convenience",
          "meaningful choice"
        ],
        "source_page": 3
      },
      {
        "name": "Empowering our people",
        "description": "Australia Post is committed to creating a safe, inclusive and empowering workplace. From prioritising wellbeing and championing diversity, to investing in our people’s growth and aiming to uphold human rights across our supply chain – we’re building a culture where everyone feels supported, respected and ready to thrive. [AR p.24]",
        "key_activities": [
          "prioritising wellbeing",
          "championing diversity",
          "investing in people’s growth",
          "upholding human rights"
        ],
        "source_page": 24
      }
    ],
    "values": [
      "Safety",
      "Inclusivity",
      "Sustainability",
      "Innovation",
      "Integrity"
    ],
    "values_framework_name": "TIES values",
    "kpi_targets_2025_26": [
      {
        "code": "CCE01",
        "measure": "Carbon emissions reduction",
        "target": "20% reduction from FY19 baseline",
        "source_page": 17
      },
      {
        "code": "CCE02",
        "measure": "Renewable electricity usage",
        "target": "100% renewable electricity sourced for our operations",
        "source_page": 17
      },
      {
        "code": "CCE03",
        "measure": "Waste to landfill reduction",
        "target": "39% reduction in landfill waste from FY19 baseline",
        "source_page": 17
      },
      {
        "code": "CCE04",
        "measure": "Recycling rate",
        "target": "73% recycling rate",
        "source_page": 17
      },
      {
        "code": "CCE05",
        "measure": "Sustainable packaging",
        "target": "100% ‘fully sustainable’ packaging aligned to the 2025 National Packaging Targets",
        "source_page": 17
      }
    ],
    "kpi_results_2024_25": [
      {
        "code": "CCE01",
        "measure": "Carbon emissions reduction",
        "result": "20% reduction from FY19 baseline",
        "status": "Achieved",
        "source_page": 18
      },
      {
        "code": "CCE02",
        "measure": "Renewable electricity usage",
        "result": "100% renewable electricity sourced for our operations",
        "status": "Achieved",
        "source_page": 18
      },
      {
        "code": "CCE03",
        "measure": "Waste to landfill reduction",
        "result": "39% reduction in landfill waste from FY19 baseline",
        "status": "Achieved",
        "source_page": 18
      },
      {
        "code": "CCE04",
        "measure": "Recycling rate",
        "result": "73% recycling rate",
        "status": "Achieved",
        "source_page": 18
      },
      {
        "code": "CCE05",
        "measure": "Sustainable packaging",
        "result": "44% of Australia Post and StarTrack packaging range is fully aligned to the 2025 National StarTrack Packaging Targets",
        "status": "Partially achieved",
        "source_page": 18
      }
    ],
    "_source_urls": {
      "annual_report_url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf",
      "corporate_plan_url": ""
    }
  },
  "ideas": [
    {
      "id": "operational-efficiency-target",
      "idea_type": "kpi-recovery",
      "category": "Operational Efficiency",
      "title": "Achieve 15% reduction in operational costs",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Customers, shareholders",
      "description": "Implement lean management principles and automation to reduce operational costs.",
      "evidence_quote": "'Operational efficiency targets 15% reduction in costs' [CP p.20]",
      "source": "corporate-plan/2025-australia-post-corporate-plan.pdf [CP p.20]",
      "implementation_steps": [
        "Conduct cost-benefit analysis",
        "Pilot lean management practices",
        "Roll out automation projects"
      ],
      "risks_to_manage": [
        "Resistance from staff",
        "Initial cost of automation"
      ]
    },
    {
      "id": "green-parcel-hub",
      "idea_type": "global-import",
      "category": "Environmental Sustainability",
      "title": "Implement Green Parcel Hubs",
      "scale": "Medium",
      "impact": "Medium",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Environment, customers",
      "description": "Adopt the UK's Green Parcel Hubs model to reduce emissions and promote sustainable delivery practices.",
      "evidence_quote": "'Inspired by the UK’s Green Parcel Hubs model' [Global Intel p.12]",
      "source": "global-intelligence/global-ideas-input.txt [GI p.12]",
      "implementation_steps": [
        "Assess current hubs",
        "Develop green criteria",
        "Pilot and scale"
      ],
      "risks_to_manage": [
        "Increased initial investment",
        "Customer acceptance"
      ]
    },
    {
      "id": "mypost-app-enhancement",
      "idea_type": "strategy-execution",
      "category": "Digital Services",
      "title": "Enhance MyPost app with AI-driven customer support",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Customers, staff",
      "description": "Expand MyPost app functionalities with AI-driven chatbots to provide 24/7 customer support.",
      "evidence_quote": "'Increase usage and features of MyPost app' [CP p.13]",
      "source": "corporate-plan/2025-australia-post-corporate-plan.pdf [CP p.13]",
      "implementation_steps": [
        "Develop AI algorithms",
        "Integrate with existing app",
        "Train staff"
      ],
      "risks_to_manage": [
        "Data privacy concerns",
        "Technical integration issues"
      ]
    },
    {
      "id": "parcel-tracking-dashboard",
      "idea_type": "operational-fix",
      "category": "Citizen Services",
      "title": "Create real-time parcel tracking dashboard",
      "scale": "Small",
      "impact": "Medium",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Customers",
      "description": "Build a public dashboard showing real-time tracking of parcels for all customers.",
      "evidence_quote": "'Real-time tracking of parcels' [GI p.10]",
      "source": "global-intelligence/global-ideas-input.txt [GI p.10]",
      "implementation_steps": [
        "Develop tracking API",
        "Create dashboard interface",
        "Launch and monitor"
      ],
      "risks_to_manage": [
        "Data security",
        "System downtime"
      ]
    },
    {
      "id": "delivery-queue-optimization",
      "idea_type": "operational-fix",
      "category": "Case Processing",
      "title": "Optimize delivery queue with predictive analytics",
      "scale": "Medium",
      "impact": "High",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Customers, staff",
      "description": "Use predictive analytics to optimize delivery queues and reduce wait times.",
      "evidence_quote": "'Use technology to improve delivery and security' [CP p.7]",
      "source": "corporate-plan/2025-australia-post-corporate-plan.pdf [CP p.7]",
      "implementation_steps": [
        "Collect delivery data",
        "Develop predictive model",
        "Implement and adjust"
      ],
      "risks_to_manage": [
        "Data accuracy",
        "System integration"
      ]
    },
    {
      "id": "emissions-reporting-tool",
      "idea_type": "operational-fix",
      "category": "Environmental Sustainability",
      "title": "Develop emissions reporting tool",
      "scale": "Small",
      "impact": "Medium",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Environment, stakeholders",
      "description": "Create an internal tool to report emissions data in real-time for better tracking and compliance.",
      "evidence_quote": "'20% reduction in emissions' [CP p.20]",
      "source": "corporate-plan/2025-australia-post-corporate-plan.pdf [CP p.20]",
      "implementation_steps": [
        "Design reporting tool",
        "Integrate with existing systems",
        "Train staff"
      ],
      "risks_to_manage": [
        "Data privacy",
        "System downtime"
      ]
    },
    {
      "id": "cost-reduction-taskforce",
      "idea_type": "strategy-execution",
      "category": "Operational Efficiency",
      "title": "Form a cost-reduction taskforce",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Shareholders, customers",
      "description": "Establish a dedicated taskforce to identify and implement cost-saving measures across all departments.",
      "evidence_quote": "'Operational efficiency targets 15% reduction in costs' [CP p.20]",
      "source": "corporate-plan/2025-australia-post-corporate-plan.pdf [CP p.20]",
      "implementation_steps": [
        "Recruit taskforce members",
        "Identify cost-saving opportunities",
        "Implement and monitor"
      ],
      "risks_to_manage": [
        "Resistance to change",
        "Budget constraints"
      ]
    },
    {
      "id": "parcel-processing-automation",
      "idea_type": "operational-fix",
      "category": "Case Processing",
      "title": "Automate parcel processing",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Staff, customers",
      "description": "Automate parcel processing to reduce manual labour and improve accuracy.",
      "evidence_quote": "'Power eCommerce and use technology to improve delivery and security' [CP p.7]",
      "source": "corporate-plan/2025-australia-post-corporate-plan.pdf [CP p.7]",
      "implementation_steps": [
        "Identify automation opportunities",
        "Develop automation software",
        "Train staff"
      ],
      "risks_to_manage": [
        "Initial investment",
        "System integration"
      ]
    }
  ],
  "legislation_administered": [
    {
      "title": "Australian Postal Corporation Act 1989",
      "year": "1989",
      "type": "Act",
      "role": "Primary legislation governing the operations and functions of Australia Post.",
      "register_url": "https://www.legislation.gov.au/search?query=Australian+Postal+Corporation+Act+1989"
    },
    {
      "title": "Work Health and Safety Act 2011",
      "year": "2011",
      "type": "Act",
      "role": "Legislation governing workplace health and safety for Australia Post.",
      "register_url": "https://www.legislation.gov.au/search?query=Work+Health+and+Safety+Act+2011"
    },
    {
      "title": "Superannuation Benefits (Supervisory Mechanisms) Act 1990",
      "year": "1990",
      "type": "Act",
      "role": "Supervision of superannuation benefits for Australia Post employees.",
      "register_url": "https://www.legislation.gov.au/search?query=Superannuation+Benefits+%28Supervisory+Mechanisms%29+Act+1990"
    },
    {
      "title": "Environment Protection and Biodiversity Conservation Act 1999",
      "year": "1999",
      "type": "Act",
      "role": "Regulation of environmental protection and biodiversity conservation activities by Australia Post.",
      "register_url": "https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999"
    },
    {
      "title": "Equal Opportunity (Commonwealth Authorities) Act 1987",
      "year": "1987",
      "type": "Act",
      "role": "Equal employment opportunity obligations for Australia Post.",
      "register_url": "https://www.legislation.gov.au/search?query=Equal+Opportunity+%28Commonwealth+Authorities%29+Act+1987"
    },
    {
      "title": "Public Governance, Performance and Accountability Act 2013",
      "year": "2013",
      "type": "Act",
      "role": "Governance and accountability framework for Australia Post.",
      "register_url": "https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013"
    }
  ],
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      "year": "2025",
      "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/2025-australia-post-annual-report.pdf",
      "file": "annual-reports/2025.pdf",
      "bytes": 17360749,
      "link_text": "Read current report (PDF 16.5MB)"
    },
    {
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      "year": "2023-24",
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      "file": "annual-reports/2023-24.pdf",
      "bytes": 10688126,
      "link_text": "2023-2024 Annual Report (PDF 10.4MB)"
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      "bytes": 8923830,
      "link_text": "2022-2023 Annual Report (PDF 8.71MB)"
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      "year": "2021-22",
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      "file": "annual-reports/2021-22.pdf",
      "bytes": 10388936,
      "link_text": "2021-2022 Annual Report (PDF 9.91MB)"
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    {
      "category": "strategies",
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      "file": "strategies/2024-refugee-employment-engagement-action-plan.pdf",
      "bytes": 7557463,
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      "file": "strategies/reconciliation-action-plan.pdf",
      "bytes": 18455581,
      "link_text": "Read current report (PDF 18MB)"
    },
    {
      "category": "strategies",
      "year": "2030",
      "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/australia-post-2030-sustainability-framework.pdf",
      "file": "strategies/australia-post-2030-sustainability-framework.pdf",
      "bytes": 2415571,
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    },
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      "file": "strategies/australia-post-sustainable-finance-framework-second-party-opinion.pdf",
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    {
      "category": "strategies",
      "year": "2017",
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      "category": "strategies",
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    {
      "category": "strategies",
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    {
      "category": "strategies",
      "year": "2017",
      "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/publications/reconciliation-action-plan-jul2017.pdf",
      "file": "strategies/reconciliation-action-plan-jul2017.pdf",
      "bytes": 4370673,
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    {
      "category": "strategies",
      "year": "2014",
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    {
      "category": "strategies",
      "year": null,
      "url": "http://auspost.com.au/content/dam/auspost_corp/media/documents/mails-role-in-the-digital-age-research-report.pdf",
      "file": "strategies/mails-role-in-the-digital-age-research-report.pdf",
      "bytes": 410902,
      "link_text": "Mail’s role in the digital age"
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    {
      "category": "strategies",
      "year": null,
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      "bytes": 2988082,
      "link_text": "Read insight paper (PDF 2.84MB)"
    },
    {
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      "year": null,
      "url": "https://auspost.com.au/content/dam/auspost_corp/media/documents/the-value-of-post-offices-in-australia.pdf",
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      "link_text": "Download the report (PDF 4.92MB)"
    },
    {
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      "year": "2024",
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    },
    {
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