{
  "entity_id": "O-000894",
  "folder": "Australian-Rail-Track-Corporation-Limited",
  "name": "Australian Rail Track Corporation Limited",
  "type": "Commonwealth Company",
  "jurisdiction": "Commonwealth",
  "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts",
  "website": "http://www.artc.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,
    "n_ideas": 8,
    "n_legislation": 4,
    "n_artifacts": 27,
    "n_kpi_targets": 10,
    "n_kpi_results": 7,
    "n_outcomes": 2,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "published",
    "confidence": "high",
    "summary": "We deliver a safe and effective rail network operation that connects the nation, now and into the future [AR p.6]",
    "official_site_url": "http://www.artc.com.au",
    "source_documents": [
      {
        "type": "annual_report",
        "title": "Annual Report 2024 / 2025",
        "url": "https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Annual Report 2023 / 2024",
        "url": "https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Annual Report 2022 / 2023",
        "url": "https://www.artc.com.au/uploads/ARTC-Annual-Report-2022-23-WEB.pdf",
        "period": "2022-23",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Annual Report 2021 / 2022",
        "url": "https://www.artc.com.au/uploads/ARTC-Annual-Report-2021-2022.pdf",
        "period": "2021-22",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Annual Report 2020 / 2021",
        "url": "https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf",
        "period": "2020-21",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Statement of Corporate Intent (Corporate Plan) 2025-26",
        "url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "period": "2025-26",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Statement of Corporate Intent (Corporate Plan) 2024-25",
        "url": "https://www.artc.com.au/uploads/ART13256_Statement_of_Corp_Intent_2025_V9_WEB.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Statement of Corporate Intent (Corporate Plan) 2023-24",
        "url": "https://www.artc.com.au/uploads/ARTC-Statement-of-Corporate-Intent-2428.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Statement of Corporate Intent (Corporate Plan) 2022-23",
        "url": "https://www.artc.com.au/uploads/ARTC-2022-23-Statement-of-Corporate-Intent.pdf",
        "period": "2022-23",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Statement of Corporate Intent (Corporate Plan) 2021-22",
        "url": "https://www.artc.com.au/uploads/ARTC-2021-22-SCI_Corporate-Plan.pdf",
        "period": "2021-22",
        "confidence": "high"
      },
      {
        "type": "strategie",
        "title": "2025 Hunter Valley Corridor Capacity Strategy",
        "url": "https://www.artc.com.au/uploads/2025-HVCCS-FINAL-Jan-2026.pdf",
        "period": "2025",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "ARTC 2025 Hunter Valley Corridor Capacity Strategy – Consultation Draft",
        "url": "https://www.artc.com.au/uploads/2025-HVCCS-Consultation-Draft.pdf",
        "period": "2025",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "ARTC 2024 Hunter Valley Corridor Capacity Strategy",
        "url": "https://www.artc.com.au/uploads/2024-HVCCS-FINAL.pdf",
        "period": "2024",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "ARTC 2024 Hunter Valley Corridor Capacity Strategy – Consultation Draft",
        "url": "https://www.artc.com.au/uploads/2024-HVCCS-Consultation-Draft-FINAL.pdf",
        "period": "2024",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "ARTC 2023 Hunter Valley Corridor Capacity Strategy",
        "url": "https://www.artc.com.au/uploads/2023-HVCCS-Final.pdf",
        "period": "2023",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "ARTC 2023 Hunter Valley Corridor Capacity Strategy – Consultation Draft",
        "url": "https://www.artc.com.au/uploads/2023-HVCCS-Consultation-Draft.pdf",
        "period": "2023",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "ARTC 2022 Hunter Valley Corridor Capacity Strategy",
        "url": "https://www.artc.com.au/uploads/2022-HVCCS-FINAL.pdf",
        "period": "2022",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "ARTC 2022 Hunter Valley Corridor Capacity Strategy – Consultation Draft",
        "url": "https://www.artc.com.au/uploads/2022-HVCCS-Consultation-Draft.pdf",
        "period": "2022",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "ARTC 2021 Hunter Valley Corridor Capacity Strategy",
        "url": "https://www.artc.com.au/uploads/2021-HVCCS-Final.pdf",
        "period": "2021",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "ARTC 2021 Hunter Valley Corridor Capacity Strategy – Consultation Draft",
        "url": "https://www.artc.com.au/uploads/2021-ARTC-Hunter-Valley-Corridor-Capacity-Strategy-Consultation-Draft.pdf",
        "period": "2021",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "ARTC 2020 Hunter Valley Corridor Capacity Strategy",
        "url": "https://www.artc.com.au/uploads/2020_HVCCS_Final.pdf",
        "period": "2020",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "ARTC 2020 Hunter Valley Corridor Capacity Strategy – Consultation Draft",
        "url": "https://www.artc.com.au/uploads/2020_HVCCS_Draft_Industry_Consultation.pdf",
        "period": "2020",
        "confidence": "medium"
      }
    ],
    "purpose": {
      "text": "We deliver a safe and effective rail network operation that connects the nation, now and into the future [AR p.6]",
      "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
      "source_page": 6,
      "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=6"
    },
    "vision": null,
    "strategic_priorities": [
      {
        "title": "Lead the nation in providing a safe, resilient and reliable network",
        "description": "Lead the nation in providing a safe, resilient and reliable network",
        "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "source_page": 16,
        "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=16"
      },
      {
        "title": "Grow rail’s market share",
        "description": "Grow rail’s market share",
        "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "source_page": 16,
        "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=16"
      },
      {
        "title": "We work with community and the supply chain as a trusted partner",
        "description": "We work with community and the supply chain as a trusted partner",
        "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "source_page": 16,
        "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=16"
      }
    ],
    "values": [
      {
        "name": "NO HARM",
        "description": "",
        "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "source_page": null
      },
      {
        "name": "FUTURE THINKING",
        "description": "",
        "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "source_page": null
      },
      {
        "name": "ACTIVE ENGAGEMENT",
        "description": "",
        "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "source_page": null
      },
      {
        "name": "RESULTS",
        "description": "",
        "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "source_page": null
      }
    ],
    "outcomes": [
      {
        "name": "Provide a safe, resilient and reliable network",
        "description": "ARTC manages the movement of over 410 freight and passenger trains each day, connecting Australia’s regions, cities, and ports. As the nation’s largest rail infrastructure manager, our network spans five states – South Australia, Victoria, New South Wales, Queensland and Western Australia. In managing this critical infrastructure, our focus is firmly on our customers – meeting their needs is the purpose of our business. We serve a diverse range of customers including above-rail operators who provide freight and passenger services, as well as coal producers across the New South Wales Heavy Haul Network [AR p.18]",
        "activities": [
          "Building an integrated service model",
          "Strategic Asset Investment and Operational Improvements",
          "Proactive Safety Approach"
        ],
        "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "source_page": 18,
        "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=18"
      },
      {
        "name": "Grow rail’s market share",
        "description": "ARTC is also delivering the Network Investment Program (NIP) with the support of the Australian Government. The NIP addresses the current state and long-term vision for the development of the national network through an additional targeted $1.04 billion investment over six years to 2030 [AR p.21]",
        "activities": [
          "Investment in Network Capability",
          "Operational Excellence"
        ],
        "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "source_page": 21,
        "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=21"
      }
    ],
    "performance_measures": [
      {
        "code": "TRIFR",
        "measure": "Total Recordable Injury Frequency Rate",
        "target": "2.6",
        "latest_result": "2.00",
        "status": "Achieved",
        "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "target_source_page": 49,
        "result_source_url": "https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf",
        "result_source_page": 17
      },
      {
        "code": "TRIFR",
        "measure": "Significant Severity Frequency Rate",
        "target": "2.00",
        "latest_result": "2.00",
        "status": "Achieved",
        "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "target_source_page": 49,
        "result_source_url": "https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf",
        "result_source_page": 17
      },
      {
        "code": "TRIFR",
        "measure": "Significant pollution incidents during Construction",
        "target": "0",
        "latest_result": "2.00",
        "status": "Achieved",
        "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "target_source_page": 49,
        "result_source_url": "https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf",
        "result_source_page": 17
      },
      {
        "code": "Spend with local businesses",
        "measure": "Spend with local businesses",
        "target": "40%",
        "latest_result": "65%",
        "status": "Achieved",
        "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "target_source_page": 49,
        "result_source_url": "https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf",
        "result_source_page": 17
      },
      {
        "code": "Spend with First Nations Businesses",
        "measure": "Spend with First Nations Businesses",
        "target": "4%",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "target_source_page": 49,
        "result_source_url": "https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf",
        "result_source_page": null
      },
      {
        "code": "Workforce who are local residents",
        "measure": "Workforce who are local residents",
        "target": "30%",
        "latest_result": "",
        "status": "",
        "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "target_source_page": 49,
        "result_source_url": "https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf",
        "result_source_page": null
      },
      {
        "code": "Employee Engagement Score",
        "measure": "Employee Engagement Score",
        "target": "75%",
        "latest_result": "70%",
        "status": "Achieved",
        "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "target_source_page": 49,
        "result_source_url": "https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf",
        "result_source_page": 17
      },
      {
        "code": "Female Participation",
        "measure": "Female Participation",
        "target": "46%",
        "latest_result": "46%",
        "status": "Achieved",
        "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "target_source_page": 49,
        "result_source_url": "https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf",
        "result_source_page": 17
      },
      {
        "code": "First Nations Participation",
        "measure": "First Nations Participation",
        "target": "4%",
        "latest_result": "4%",
        "status": "Achieved",
        "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "target_source_page": 49,
        "result_source_url": "https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf",
        "result_source_page": 17
      },
      {
        "code": "Project Expenditure",
        "measure": "Project Expenditure",
        "target": "Within budget +/-10%",
        "latest_result": "Within budget +/-10%",
        "status": "Achieved",
        "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf",
        "target_source_page": 49,
        "result_source_url": "https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf",
        "result_source_page": 17
      }
    ],
    "document_alignment_terms": {
      "must_support": [
        "We deliver a safe and effective rail network operation that connects the nation, now and into the future [AR p.6]",
        "Lead the nation in providing a safe, resilient and reliable network",
        "Grow rail’s market share",
        "We work with community and the supply chain as a trusted partner"
      ],
      "watch_terms": [
        "Total Recordable Injury Frequency Rate",
        "Significant Severity Frequency Rate",
        "Significant pollution incidents during Construction",
        "Spend with local businesses",
        "Spend with First Nations Businesses",
        "Workforce who are local residents",
        "Employee Engagement Score",
        "Female Participation",
        "First Nations Participation",
        "Project Expenditure"
      ],
      "avoid_claiming_without_evidence": []
    },
    "review_note": ""
  },
  "strategy_brief_md": "# Australian Rail Track Corporation Limited — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)\n**Corporate Plan**: [2025-26](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)\n\n## Our purpose / purposes\n\n> We deliver a safe and effective rail network operation that connects the nation, now and into the future [AR p.6](https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=6) [[CP p.6](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=6)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=6)]\n\n## How we deliver\n\n> We lead the nation in providing a safe, resilient and reliable network; Grow rail’s market share; We work with community and the supply chain as a trusted partner [AR p.6](https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=6) [[CP p.6](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=6)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=6)]\n\n## Government priorities for this department\n\n- Lead the nation in providing a safe, resilient and reliable network [[CP p.16](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=16)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=16)]\n- Grow rail’s market share [[CP p.16](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=16)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=16)]\n- We work with community and the supply chain as a trusted partner [[CP p.16](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=16)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=16)]\n\n## Outcomes\n\n### Provide a safe, resilient and reliable network\nARTC manages the movement of over 410 freight and passenger trains each day, connecting Australia’s regions, cities, and ports. As the nation’s largest rail infrastructure manager, our network spans five states – South Australia, Victoria, New South Wales, Queensland and Western Australia. In managing this critical infrastructure, our focus is firmly on our customers – meeting their needs is the purpose of our business. We serve a diverse range of customers including above-rail operators who provide freight and passenger services, as well as coal producers across the New South Wales Heavy Haul Network [AR p.18](https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=18) [[CP p.18](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=18)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=18)]\n\n**Key activities:**\n- Building an integrated service model\n- Strategic Asset Investment and Operational Improvements\n- Proactive Safety Approach\n\n### Grow rail’s market share\nARTC is also delivering the Network Investment Program (NIP) with the support of the Australian Government. The NIP addresses the current state and long-term vision for the development of the national network through an additional targeted $1.04 billion investment over six years to 2030 [AR p.21](https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=21) [[CP p.21](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=21)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=21)]\n\n**Key activities:**\n- Investment in Network Capability\n- Operational Excellence\n\n## Values and principles\n\n_ARTC Values_\n\n- NO HARM\n- FUTURE THINKING\n- ACTIVE ENGAGEMENT\n- RESULTS\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| TRIFR | Total Recordable Injury Frequency Rate | 2.6 | [CP p.49](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49) |\n| TRIFR | Significant Severity Frequency Rate | 2.00 | [CP p.49](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49) |\n| TRIFR | Significant pollution incidents during Construction | 0 | [CP p.49](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49) |\n| Spend with local businesses | Spend with local businesses | 40% | [CP p.49](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49) |\n| Spend with First Nations Businesses | Spend with First Nations Businesses | 4% | [CP p.49](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49) |\n| Workforce who are local residents | Workforce who are local residents | 30% | [CP p.49](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49) |\n| Employee Engagement Score | Employee Engagement Score | 75% | [CP p.49](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49) |\n| Female Participation | Female Participation | 46% | [CP p.49](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49) |\n| First Nations Participation | First Nations Participation | 4% | [CP p.49](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49) |\n| Project Expenditure | Project Expenditure | Within budget +/-10% | [CP p.49](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=49) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| TRIFR | Total Recordable Injury Frequency Rate | 4.29 | Not achieved | [AR p.17](https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=17)(https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=17) |\n| TRIFR | Significant Severity Frequency Rate | 2.00 | Achieved | [AR p.17](https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=17)(https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=17) |\n| Spend with local businesses | Spend with local businesses | 65% | Achieved | [AR p.17](https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=17)(https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=17) |\n| Employee Engagement Score | Employee Engagement Score | 70% | Achieved | [AR p.17](https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=17)(https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=17) |\n| Female Participation | Female Participation | 46% | Achieved | [AR p.17](https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=17)(https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=17) |\n| First Nations Participation | First Nations Participation | 4% | Achieved | [AR p.17](https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=17)(https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=17) |\n| Project Expenditure | Project Expenditure | Within budget +/-10% | Achieved | [AR p.17](https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=17)(https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf#page=17) |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Australian Rail Track Corporation Limited - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:54:30.277018+00:00\n**Entity ID**: O-000894\n**Entity type**: Commonwealth Company\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.artc.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| corporate-plans | 5 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 39 |\n| strategies | 12 |\n\n## Executive Readout\n\n### Purpose\n\n- Category Weighting Measures Outcome\nFinancial 30% • Operating profit Overall target met\n• Net cash – operating activities Operating Profit and Activities exceeded\n• Net cash – capital investing activities Stretch Performance targets\nSafety 10% • All injury frequency rate Targets exceeded\n• Safety breaches (level 1)\nPeople 7.5% • Employee engagement score Engagement resulted in a score slightly below\n• Turnover of critical roles Target (based on new benchmarking)\nStakeholder 7.5% • Satisfaction – NPS Targets exceeded\n• Reputation – NRS\nIndividual 45% • Mix of strategic, customer, stakeholder Please refer to the next table/chart\nobjectives and safety objectives\nTotal 100%\nIndividual objectives for Executive KMP are set as stretch performance targets and delivered over and above the day to\nday role accountabilities.\n  Source: `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)`\n- Category Weighting Corporate Objectives Outcome\nFinancial 25% – Operating profit Above threshold\n– Annual Major Project Expenditure No award\n– Corporate Valuation Above target\nSafety 15% – All injury frequency rate (employees) Stretch\n– All injury frequency rate (contractors) No award\n– Safety breaches Stretch\n– SWIP Progress Target\nPeople 5% – Employee engagement score Target\nNetwork Availability 4% – Network Availability (IS) No award\n– Network Availability (HV) Above threshold\nStakeholder 6% – Customer Satisfaction Stretch\n– Stakeholder Reputation No award\nCorporate objectives 55% 35%\nIndividual objectives 45% – Mix of strategic, customer, stakeholder Ranged between 32% to 45%\nand safety objectives\nTotal 100% Ranged between 67% to 80%\nExecutive KMP Performance Outcomes (combining corporate and individual incentive outcomes shown in prior table)\n  Source: `annual-reports/2021-22.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2021-2022.pdf)`\n- Category Weighting Corporate Objectives Outcome\nWorking Safely and 12% – Total Recordable Injury Frequency Below Threshold\nSustainability rate (ARTC)\n– Total Recordable Injury Frequency Above Stretch\nrate (Contractor)\n– Safework Events Below Threshold\nExcelling at our 25% – Availability (Interstate) Below Threshold\nCore business\n– Availability (Hunter Valley) Above Target\n– Operating Margin Above Threshold\nDelivering our 5% – Major Project Expenditure Below Threshold\nKey Projects\nWorking better 13% – Customer Satisfaction Above Threshold\ntogether\n– Stakeholder Reputation Below Threshold\n– Employee Engagement Below Threshold\nCorporate objectives 55% 18%\nIndividual objectives 45% – Mix of strategic, customer, stakeholder and Ranged between 16% to 34%\nsafety objectives\nTotal 100% Ranged between 34% to 52%\nExecutive KMP Performance Outcomes (combining corporate and individual incentive\n  Source: `annual-reports/2022-23.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2022-23-WEB.pdf)`\n- Corporate Objectives Weighting Outcome\nSignificant and High Events 12% Above Stretch\nNetwork Availability 12% Above Stretch\nOperating Margin 19% Above Threshold\nStakeholder Reputation 6% Above Target\nEmployee Engagement 6% Below Threshold\n55% 41%\nMix of strategic, customer, stakeholder and 45% Ranged between 29% to 34%\nsafety objectives\nTotal 100% Ranged between 70% to 75%\nExecutive KMP Performance Outcomes (combining corporate and individual incentive\noutcomes shown in prior table)\nRole Maximum Potential STI as % FAR Actual STI as % FAR STI Outcome %\nARTC CEO and MD 52 38 72\nOTHER ELIGIBLE KMP 30 21‑23 70‑75\nThe performance of each KMP was subject to a moderation process with the People and Performance Committee and\nthe Managing Director.\n  Source: `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)`\n\n### Role and Functions\n\n- [Page 3]\nCONTENTS\nCHAIRMAN AND CEO’S MESSAGE 2\nABOUT ARTC 4\nPurpose 4\nRole 5\nValues 6\nOrganisational structure 8\nShareholder Ministers 9\nWhat we do 9\nOur network 10\nKey facts 12\nPERFORMANCE 14\nResults at a glance 14\nFinancial summary 16\nOUR BUSINESS UNITS 19\nHunter Valley: Driving efficiency and reliability 19\nInterstate: Positives shine through in challenging year 19\nInland Rail: Delivering a step change in the freight rail sector 19\nInland Rail: Delivering a step change in the freight rail sector 21\nMajor Construction Projects 22\nOUR FOCUS AREAS 24\nUpgrading our network 24\nNetwork resilience and reliability 25\nSafety focus 26\nEnvironment and sustainability 30\nOur people 34\nPartnering with customers 38\nTechnology and innovation 40\nREPORTS AND STATEMENTS 44\nDirectors’ report 45\nRemuneration report – unaudited 52\nCorporate governance statement 59\nFinancial statements 63\n  Source: `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)`\n- The following table indicates where specific ASX Principles are dealt with in this statement:\nASX Principle Reference\nPrinciple 1: Lay solid foundations for management and oversight The Board, Board Committees, Accountability and Audit\nPrinciple 2: Structure the Board to be effective and add value The Board, Board Committees\nPrinciple 3: Instil a culture of acting lawfully, ethically and responsibly Governance Policies\nPrinciple 4: Safeguard the integrity of corporate reports The Board, Accountability and Audit, Board Committees\nPrinciple 5: Make timely and balanced disclosure Our Shareholder\nPrinciple 6: Respect the rights of security holders Our Shareholder\nPrinciple 7: Recognise and manage risk Accountability and Audit\nPrinciple 8: Remunerate fairly and responsibly Board Committees\nTHE BOARD\nBoard role and responsibilities\n  Source: `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)`\n- ASX Principle Reference\nPrinciple 1: The Board, Board Committees,\nLay solid foundations for management and oversight Accountability and Audit\nPrinciple 2:\nThe Board, Board Committees\nStructure the Board to be effective and add value\nPrinciple 3:\nGovernance Policies\nInstil a culture of acting lawfully, ethically and responsibly\nPrinciple 4: The Board, Accountability and Audit,\nSafeguard the integrity of corporate reports Board Committees\nPrinciple 5:\nOur Shareholder\nMake timely and balanced disclosure\nPrinciple 6:\nOur Shareholder\nRespect the rights of security holders\nPrinciple 7:\nAccountability and Audit\nRecognise and manage risk\nPrinciple 8:\nBoard Committees\nRemunerate fairly and responsibly\nTHE BOARD (c) Access agreements that do not comply with the Board\nagreed pricing and Access principles and policies;\nBoard role and responsibilities\n(d) Long term price paths for train operators;\n  Source: `other-pdfs/ARTC-2019-Financials.pdf (https://www.artc.com.au/uploads/ARTC-2019-Financials.pdf)`\n- O UR ROLE AND PURPOSE 4\nROLE 4\nOUR PURPOSE 4\nOUR STRATEGY 4\nFACTS AT A GLANCE 6\nKEY MEASURES OF SUCCESS 8\n3.\n  Source: `corporate-plans/2022-23.pdf (https://www.artc.com.au/uploads/ARTC-2022-23-Statement-of-Corporate-Intent.pdf)`\n- [Page 3]\nCONTENTS\nCHAIR AND CEO’S MESSAGE 2\nABOUT ARTC 4\nOUR ROLE 6\nOUR VALUES 7\nOUR NETWORK 8\nOUR RISK MANAGEMENT AND OVERSIGHT 10\nOUR OPERATING ENVIRONMENT 12\nOUR STRATEGY 14\nA.\n  Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [pages 13,14,15,16,17]\nd procedures and ensure that risk\nmanagement and mitigation is communicated and part of the company’s\nday to day workplace practices.\n– Discharging its responsibilities under the Corporations Act and the\nPGPA Act 2013 in respect of risk management and risk mitigation.\n– Reviewing risk and improvement plans.\n  Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n\n### Strategic Priorities\n\n- Our ESG Strategy focuses on five strategic priorities:\n– Growing new markets\n– Skilled and diverse workforce\n– Network safety and resilience\n– Social responsibility\n– Environmental benefits\nWe have committed to reach specific ESG targets by\nJune 2024, including:\n– 33.3% female workforce\n– 4% Aboriginal and Torres Strait Islander workforce\n– Network assessment for climate change risks and\nvulnerabilities\n– 10% reduction in Scope 1 and 2 greenhouse\ngas emissions\nARTC’s inaugural ESG Report outlines progress\nagainst our ESG Strategy (view at\nwww.artc.com.au/about/reports)\n42 ARTC ANNUAL REPORT 2021–22\n  Source: `annual-reports/2021-22.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2021-2022.pdf)`\n- [pages 30,31,32,33,34,35,36]\nmpany for customers to do business with, so investing\nin our people and our systems will continue to be a\n2 Leadership and governance\nkey priority.\n  Source: `corporate-plans/2021-22.pdf (https://www.artc.com.au/uploads/ARTC-2021-22-SCI_Corporate-Plan.pdf)`\n- [Page 29]\nCONTENTS\nSTRATEGIC FOCUS 28\nSAFELY DELIVERING INLAND RAIL 28\nACTIVELY ENGAGING COMMUNITIES 28\nPROGRESS AGAINST FY24 DELIVERABLES AND MILESTONES 30\nPLANNED PROGRESS FY25–FY29 33\nCORPORATE GOVERNANCE AND RESOURCES 35\nCORPORATE GOVERNANCE 35\nFINANCIALS 35\nSTAFFING 35\nRISK MANAGEMENT 35\nARTC STATEMENT OF CORPORATE INTENT ARTC STATEMENT OF CORPORATE INTENT 27\n  Source: `corporate-plans/2024-25.pdf (https://www.artc.com.au/uploads/ART13256_Statement_of_Corp_Intent_2025_V9_WEB.pdf)`\n- [Page 46]\nRECONCILIATION\nAfter launching our first Reconciliation Action Plan in – More than 60 employees have become Reconciliation\nMarch 2022, we continued our reconciliation journey Action Plan champions to drive positive change and\nduring 2022–23. promote reconciliation across the business\n– We have updated our supplier processes, joined\nWe have exceeded expectations on 22 out of the\nSupply Nation, and engaged First Nations businesses\n31 Reconciliation Action Plan deliverables and also\non a variety of projects – from printing and workwear\nachieved the other nine deliverables that we continue to\nto catering and vegetation management.\nbuild on.\n  Source: `annual-reports/2022-23.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2022-23-WEB.pdf)`\n- [Page 3]\nCONTENTS\nMESSAGE FROM THE CHAIR AND CEO 2\nABOUT ARTC 4\nOUR PURPOSE 4\nOUR ROLE 5\nOUR BUSINESS MODEL 5\nOUR VALUES 6\nOUR CHARTER 7\nOUR STRUCTURE 9\nOUR NETWORK 10\nOUR GOVERNANCE 12\nPERFORMANCE OVERVIEW 14\nKEY RESULTS 14\nFINANCIAL SUMMARY 16\nPROVIDE A SAFE, RESILIENT AND RELIABLE NETWORK 18\nOPERATIONS 18\nFREIGHT AND PASSENGER 18\nCOAL FREIGHT 20\nSAFETY 22\nRESILIENCE 28\nINTEROPERABILITY AND HARMONISATION 32\nGROW RAIL’S MARKET SHARE 34\nBENEFITS OF RAIL 34\nBUILDING OUR FUTURE 38\nTRUSTED PARTNER OF THE COMMUNITY AND SUPPLY CHAIN 40\nOUR TEAM 40\nSTAKEHOLDER ENGAGEMENT 44\nCOMMUNITY SUPPORT 45\nRECONCILIATION 46\nENVIRONMENT, SOCIAL AND GOVERNANCE 48\nCLIMATE ACTION 52\nENVIRONMENT 54\nINLAND RAIL CHAPTER 56\nMESSAGE FROM THE IRPL CHAIR AND CEO 57\nOUR BOARD 58\nSTRATEGIC FOCUS 61\nPROGRESS AGAINST FY24 DELIVERABLES AND MILESTONES 64\nCORPORATE GOVERNANCE AND RESOURCES 66\nREPORTS AND STATEMENTS 68\n  Source: `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)`\n- Shifting more freight from never see a similar incident again.\nroad to rail is key to achieving this and the associated\nWith National Cabinet recognising rail interoperability as a\neconomic, environmental and safety benefits on offer.\npriority for the country, we worked with the Government,\nIn 2023‑24, 59,360 million intermodal and bulk freight state transport bodies and industry to progress plans for\ngross tonne kilometres (GTKs) were transported on our a harmonised national approach, with the aim of achieving\nnetwork (down from 60,806 million in 2022‑23).\n  Source: `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)`\n- [Page 3]\nCONTENTS\nMESSAGE FROM THE CHAIR AND CEO 2 INLAND RAIL PTY LTD 64\nMESSAGE FROM THE IRPL CHAIR AND CEO 65\nABOUT ARTC 4\nINLAND RAIL PTY LTD BOARD 67\nOUR PURPOSE 4\nSTRATEGIC FOCUS 72\nOUR ROLE 5\nPROGRESS AGAINST FY25 DELIVERABLES\nOUR BUSINESS MODEL 5\nAND MILESTONES 76\nOUR VALUES 6\nCORPORATE GOVERNANCE AND RESOURCES 82\nOUR CHARTER 7\nREPORTS AND STATEMENTS 84\nOUR STRUCTURE 8\nDIRECTORS’ REPORT 85\nOUR NETWORK 10\nREMUNERATION REPORT – UNAUDITED 94\nOUR GOVERNANCE 12\nCORPORATE GOVERNANCE STATEMENT 101\nPERFORMANCE OVERVIEW 14\nFINANCIAL STATEMENTS 106\nKEY RESULTS 14\nNOTES TO THE CONSOLIDATED\nFINANCIAL SUMMARY 18 FINANCIAL STATEMENTS 112\nCONSOLIDATED ENTITY DISCLOSURE STATEMENT 159\nPROVIDE A SAFE, RESILIENT\nAND RELIABLE NETWORK 20 DIRECTORS’ DECLARATION 160\nSAFETY 20 INDEPENDENT AUDITOR’S REPORT 161\nOPERATIONS 26\nGRI DISCLOSURES 164\nNATIONAL NETWORK 27\nESG DATA 171\nNSW HEAVY HAUL NETWORK 28\n  Source: `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)`\n- These works respond to increasing freight\ndemand, climate risks, and the operational requirements – Organisation design and recruitment of NIP team\nof a modern rail network. – Preparation of Commonwealth Grant application –\n(subsequently approved)\nNine NIP projects have been defined, with $60 million\nin ARTC funding allocated in 2024-25 to complete – Completion of feasibility stage for culvert\nthe feasibility stage ($14 million) and key early upgrades project\nworks ($46 million).\n– Determination of benefits and priority scope locations\nfor the following projects:\nThe feasibility stage defines priority scope, the\nassociated costs, risks and anticipated benefits for each – Interlocking and signalling upgrade to enable bi-\nproject within the context of the funding envelope, directional operations\nand in accordance with ARTC’s Program and Project\n– Track rehabilitation and ride quality\n  Source: `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)`\n- ARTC continues to work with assumptions listed above, cycle times improved by 8-\ncommonwealth and state transport agencies and industry 10% for zones 2 and 3 during the first quarter of 2023\nstakeholders to address the complex challenge of achieving compared to the first quarter of 2022.\ninteroperability across rail networks with a priority given to\nthe east coast.\n  Source: `strategies/2024-HVCCS-Consultation-Draft-FINAL.pdf (https://www.artc.com.au/uploads/2024-HVCCS-Consultation-Draft-FINAL.pdf)`\n- Focus on three core Have the right\nstrategic objectives capabilities and systems\nacross the business: to enable our strategy:\n9 An uncompromising commitment 9 Taking our organisational\nto safety capabilities to the next level\n9 Building Inland Rail on time, 9 Establishing more sophisticated\nto budget and to scope procurement and risk\nmanagement systems\n9 Exceeding our customers’\nneeds and promoting better rail 9 Further strengthening\nindustry outcomes. our governance\n9 Respecting our stakeholders\nand communities.\n  Source: `other-pdfs/Statement-of-Corporate-Intent-FINAL.pdf (https://www.artc.com.au/uploads/Statement-of-Corporate-Intent-FINAL.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 48]\nProgram KPIs\nMetric FY25 Actual Comment FY26 FY27 FY28 FY29***\nTRIFR (Combined 2.9 2.6 2.4 2.2\nEmployee and\nContractor)*\nSignificant Severity 2.00 2.00 2.00 2.00\nFrequency Rate\nSignificant pollution 0 0 0 0\nincidents during\nConstruction\nSpend with local 40% 40% 40% 40%\nbusinesses\nSpend with First 4% 4% 4% 4%\nNations Businesses\nWorkforce who are local 5% 5% 5% 5%\nFirst Nations residents\nWorkforce who are 30% 30% 30% 30%\nlocal residents\nEmployee 65% 70% 75% 75%\nEngagement Score\nEmployee Turnover 18% 16% 15% 15%\n(Voluntary)\nFemale Participation Performance dipped 45% 46% 46% 46%\nbelow target in Q4 due\nto higher male hire rate\nFirst Nations 3% 4% 4% 4%\nParticipation\nProject Expenditure The key drivers of +/- 10.5% +/- 10% +/- 10% +/- 10%\n($M)** the below budget of agreed of agreed of agreed of agreed\nposition followed FY26 FY27 FY28 FY29\n  Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- Positive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nIllabo to Stockinbingal\nPositive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nStockinbingal to Parkes\n% of women in 40% 40% 40% 40%\nexecutive leadership\nand governance\npositions\nTarget achieved +/-10% of target >10% of target\nFootnotes:\n*Calculation for Combined TRIFR: (employee + contractor recordable injuries) divided by (employee + contractor worked hours) multiplied by\n(1 million).\n  Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 17]\nCLIMATE FINANCE STAKEHOLDERS\n17,878tCO e $812.2 million 62\nstakeholder\n2\nScope 1 and 2 access revenue reputation/trust score\ngreenhouse gas ($747.9 million in 2022-23) (47 in 2022-23)\nemissions†\n$364.4 million 7.2/10\ncustomer\n(8.3% reduction from 2021-22\nbaseline year, less than target earnings before interest, satisfaction\nof 10%)* tax, depreciation, (7.6/10 in 2022-23)\namortisation and\n4.1% 39%\ngrowth in construction\nimpairment\nnon‑coal volumes procurement spend\n($205.6 million in 2022-23)\nmoved on the network with local and/or First\n36.8%\nsince 2020 operating Nations businesses\n(below 8.5% target at margin (as a cumulative total across\nJune 2024) (below 38.1% target) five major projects and\nexceeding 10% target)*\n85.4%\nof\naccumulated growth\ncapital invested in\nnon‑coal infrastructure\n(exceeding 80% target\nat June 2024)*\n† Measured in accordance with the\n  Source: `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)`\n- Our performance:\nTarget Scope 2024-25 result Description\n5% reduction in Total Recordable Injury Combined TRIFR was 4.29; slightly below\nFrequency Rate (TRIFR) employees and Group the 2023-24 result of 4.50, and is expected\ncontractors [from FY24 baseline] by 2027 to track to target by 2027\nYear-on-year reduction in Reportable Reportable actual and potential Category\nCategory A and B rail safety incidents Group A and B events were 997, slightly higher\n[as reported to regulator] than the 2023-24 result of 984*\n*Events subject to ONRSR and RNSL review and adjustments; current at the time of reporting.\n  Source: `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)`\n- Our performance:\nTarget Scope 2024-25 result Description\n100% completion of scheduled Climate-related resilience upgrades (four\nclimate-related resilience upgrades to ARTC distinct projects) are tracking to schedule\nasset by 2027 for their 2027 or 2030 completion dates\n7.5% growth in non-coal volume by 2027 Non-coal volumes moved on ARTC’s\nARTC\n[FY24 baseline] network increased 3.6% from 2023-24\n40% reduction for Scope 1 and 2 GHG GHG emissions have reduced by 4.8% from\nemissions by 2030 [FY22 baseline] Group baseline.\n  Source: `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)`\n- Our performance:\nTarget Scope 2024-25 result Description\nFor capital infrastructure projects greater Recycling and re-use of non-hazardous\nthan $10 million total waste recycled or construction waste has well exceeded the\nGroup\nre-used to exceed 50% [on a weighted target achieving 92.3% from construction\naverage basis] by 2027 start date\n56 ARTC ANNUAL REPORT 2024-25\n  Source: `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)`\n- Our performance:\nTarget Scope 2024-25 result Description\nYear-on-year increase in female Female employees in the workforce\nparticipation in workforce [based on Group increased incrementally to 29.6% from\nprevious year’s actuals] 28.4% in 2023-24\n4.5% Aboriginal and Torres Strait Aboriginal and Torres Strait Islander\nIslander people in the workforce by 2027 employees in the workforce remained\nGroup\nstable at 4.7% compared to 4.4%\nin 2023-24\n10% increase in apprenticeships, training Frontline training and apprentice positions\nand graduate positions for frontline increased 13.7% to 58 positions from\nARTC\nrail-specific positions [FY24 baseline] 51 positions in 2023-24\nby 2027\nCONTRIBUTING TO SOCIETY AND ECONOMY\nOur commitment: Working with communities in a collaborative and trusted manner and investing in community\n  Source: `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)`\n- Our performance:\nTarget Scope 2024-25 result Description\nYear-on-year increase in spend with Direct First Nations supplier spend\nFirst Nations businesses [based on the increased incrementally to $7.6 million from\nprevious year’s actuals] $7.5 million in 2023-24\nGroup Indirect cumulative spend with First\nNations suppliers on active major projects\n> $10 million increased to $11.6 million from\n$6.4 million in 2023-24\n65% neutral and positive community Community sentiment score was 66%\nGroup\nsentiment by 2027 decreasing slightly from 68% in 2023-24\nPositive stakeholder survey sentiment Sub-set of broader ARTC customer survey\nthat ARTC is a sectoral leader in with 6/10 or above deemed ‘positive’.\n(i) customer & public safety (ii) resilience 2024-25 baseline result is 6.5/10\n(iii) transition (iv) rail decarbonisation\nSub-set of broader ARTC stakeholder\nARTC\nby 2027\n  Source: `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)`\n- Workforce who are Achieved target\nlocal residents\nReduction in greenhouse Achieved target\ngas emissions, construction\nwater and materials\nSignificant pollution Achieved target\nincidents during\nconstruction\nARTC ANNUAL REPORT 2023-24 ARTC ANNUAL REPORT 2023-24 65\n  Source: `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)`\n- Figure 13: Customer Perceptions of ARTC Value\n10\n9\n8\n7\n6\n5\n2014 2015 2016 2017 2018 2019 2020 2021\nTarget Actual – All ARTC Interstate Hunter Valley\nARTC STATEMENT OF CORPORATE INTENT ARTC STATEMENT OF CORPORATE INTENT 31\n  Source: `corporate-plans/2022-23.pdf (https://www.artc.com.au/uploads/ARTC-2022-23-Statement-of-Corporate-Intent.pdf)`\n- [Page 16]\nPERFORMANCE\nRESULTS AT A GLANCE\nAccess revenue\n$766.0 million\nEBITDAI\n$256.4 million\nLTIFR (Lost Time Injury\nFrequency Rate)\n0.71\n(target 0.50)\nMTIFR (Medical Treatment\nInjury Frequency Rate)\n0.94\n(target 2.00)\nAIFR (All Injury Frequency Rate)\n6.14\n(target 10.00)\n14 ARTC ANNUAL REPORT 2020–21\n  Source: `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)`\n- [Page 17]\nGeneral and bulk freight gross\ntonne KMs (GTKs transported\non Interstate network)\n57,000 million\n(increased from 55,000 million in 2019–20)\nExport coal transported\n155.01\nmillion tonnes\n(5.65% decrease on 2019–20)\nCustomer satisfaction score\n7.4/10\n(\n2020 Customer Satisfaction Survey)\nEmployee engagement\n60%\n(target 65%)\n(\n2021 Employee Engagement Survey)\nReputation score\n79\n79% trust among corporate stakeholder\ngroups surveyed in 2021.\n  Source: `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)`\n- The following\ntable applies to ARTC employees only and provides key\nsafety performance indicators for the year:\nKey Performance Target Actual\nIndicator FY20–21 FY20–21\nLTI Frequency Rate 0.50 0.71\n(LTIFR)\nMTI Frequency Rate 2.00 0.94\n(MTIFR)\nAll Injury Frequency Rate 10.00 6.14\n(AIFR)\n26 ARTC ANNUAL REPORT 2020–21\n  Source: `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)`\n- Category Weighting Measures Outcome\nFinancial 30% • Operating profit Overall target met\n• Net cash – operating activities Operating Profit and Activities exceeded\n• Net cash – capital investing activities Stretch Performance targets\nSafety 10% • All injury frequency rate Targets exceeded\n• Safety breaches (level 1)\nPeople 7.5% • Employee engagement score Engagement resulted in a score slightly below\n• Turnover of critical roles Target (based on new benchmarking)\nStakeholder 7.5% • Satisfaction – NPS Targets exceeded\n• Reputation – NRS\nIndividual 45% • Mix of strategic, customer, stakeholder Please refer to the next table/chart\nobjectives and safety objectives\nTotal 100%\nIndividual objectives for Executive KMP are set as stretch performance targets and delivered over and above the day to\nday role accountabilities.\n  Source: `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $1 billion, $540 million, $500 million, 1 billion, 540 million, 500 million | As sections are delivered and integrated\nAs part of the program, which focuses on new capital\ninto ARTC’s operations, the capabilities and benefits of\ninvestments and accelerated asset replacement, more\nconnecting our regions and cities with a modern freight\nthan $1 billion has been committed over the next six years,\nrail network will continue to be progressively realised.\nincluding $540 million in additional Commonwealth\nAs one of the largest ra | `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)` |\n| $1 billion, $540 million, $500 million, 1 billion, 540 million, 500 million | [pages 4,5,6]\ne\nconnecting our regions and cities with a modern freight\nthan $1 billion has been committed over the next six years,\nrail network will continue to be progressively realised.\nincluding $540 million in additional Commonwealth\nAs one of the largest rail network managers in Australia, funding that was announced in the May Federal Budget,\nARTC managed the average daily transit of 414 freight accompanied by ARTC’s commitment of $500 mill | `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)` |\n| $256.4 million, $224.9 million, 256.4 million, 224.9 million | [Page 18]\nPERFORMANCE\nFINANCIAL SUMMARY\n2021 2020\n$M $M\nAccess Revenue 766.0 761.2\nOther Revenue 122.4 88.7\nTotal Revenue 888.4 849.9\nEBITDAI 256.4(1) 224.9\nDepreciation and Amortisation Expense (219.3) (219.9)\nImpairment Reversal / (Expense) (729.3)(2) (766.5)\nEBIT (692.2) (761.5)\nNet Finance Cost (14.5) (15.1)\nNet Profit before Tax (706.7) (776.6)\nTax (Expense)/Benefit 29.4 (83.7)\nNet Profit after Tax (677.3) (860.3)\nDividends Paid 80.3(3) 23.3 | `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)` |\n| $253.4 million, $256.4 million, 253.4 million, 256.4 million | [Page 16]\nPERFORMANCE\nFINANCIAL SUMMARY\n2022 2021\n$M $M\nAccess Revenue 744.8 766.0\nOther Revenue 157.3 122.4\nTotal Revenue 902.1 888.4\nEBITDAI 253.4(1) 256.4(1)\nDepreciation and Amortisation Expense (223.5) (219.3)\nImpairment Reversal / (Expense) (685.0)(2) (729.3)(2)\nEBIT (655.1) (692.2)\nNet Finance Cost (16.9) (14.5)\nNet Profit before Tax (672.0) (706.7)\nTax (Expense)/Benefit (45.6) 29.4\nNet Profit after Tax (717.7) (677.3)\nDividends Paid 87.8( | `annual-reports/2021-22.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2021-2022.pdf)` |\n| $205.6 million, $253.4 million, 205.6 million, 253.4 million | [Page 16]\nPERFORMANCE OVERVIEW\nFINANCIAL SUMMARY\n2023 2022\n$M $M\nAccess Revenue 747.9 744.8\nOther Revenue 117.8 157.3\nTotal Revenue 865.7 902.1\nEBITDAI 205.6(1) 253.4(1)\nDepreciation and Amortisation Expense (222.3) (223.5)\nImpairment Reversal/(Expense) (1,795.4)(2) (685.0)(2)\nEBIT (1,812.2) (655.1)\nNet Finance Cost (32.7) (16.9)\nNet Profit before Tax (1,844.8) (672.0)\nTax (Expense)/Benefit (44.6) (45.6)\nNet Profit after Tax (1,889.5) (717.7)\nDiv | `annual-reports/2022-23.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2022-23-WEB.pdf)` |\n| $364.4 million, $205.6 million, 364.4 million, 205.6 million | [Page 18]\nPERFORMANCE OVERVIEW\nFINANCIAL SUMMARY\n2023-24 2022-23\n$M $M\nAccess Revenue 812.2 747.9\nOther Revenue 217.3 117.8\nTotal Revenue 1,029.5 865.7\nEBITDAI 364.4(1) 205.6(1)\nDepreciation and Amortisation Expense (194.0) (222.3)\nImpairment Reversal/(Expense) (930.4)(2) (1,795.4)(2)\nEBIT (760.1) (1,812.2)\nNet Finance Cost (49.4) (32.7)\nNet Profit before Tax (809.5) (1,844.8)\nTax (Expense)/Benefit (21.8) (44.6)\nNet Profit after Tax (831.3) (1,88 | `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)` |\n| $304.5 million, $364.4 million, 304.5 million, 364.4 million | [Page 20]\nPERFORMANCE OVERVIEW\nFINANCIAL SUMMARY\n2024-25 2023-24\n$M $M\nAccess Revenue 854.6 812.2\nOther Revenue 106.8 217.3\nTotal Revenue 961.4 1,029.5\nEBITDAI 304.5(1) 364.4(1)\nDepreciation and Amortisation Expense (207.3) (194.0)\nImpairment Reversal/(Expense) (658.0)(2) (930.4)(2)\nEBIT (560.8) (760.1)\nNet Finance Cost (65.8) (49.4)\nNet Profit before Tax (626.6) (809.5)\nTax (Expense)/Benefit (14.6) (21.8)\nNet Profit after Tax (641.1) (831.3)\nDiv | `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)` |\n| $0.439 million, $0.131 million, 0.439 million, 0.131 million | [Page 29]\n5 Income and expenses\n(a) Access revenue\nConsolidated\n2019 2018\n$’000 $’000\nHunter Valley 446,725 430,516\nInterstate 273,397 282,425\n720,122 712,941\nThe Group has applied a modified retrospective approach to AASB 15 at 1 July 2018, the resulting prior year adjustment\nof $0.439 million net of $0.131 million tax adjustment, has been reflected in the Group’s opening retained earnings. | `other-pdfs/ARTC-2019-Financials.pdf (https://www.artc.com.au/uploads/ARTC-2019-Financials.pdf)` |\n| $58.3m, $13.4m, $194.3m, $44.8m, $1.1m, $0.3m | [Page 33]\nThe income tax charged directly to equity of $58.3m (2018: $13.4m) is the tax effect of the net revaluations of $194.3m\n(2018: $44.8m), see note 7(c) .The income tax charged directly to equity of $1.1m (2018: $0.3m) is the tax effect of the\ndefined benefit amount included in other comprehensive income $3.5m (2018: $1.1m), see note 7(g).\n(h) Recognition/(reversal) of impairment\nNotes Consolidated\n2019 2018\n$’000 $’000\nImpairment - proper | `other-pdfs/ARTC-2019-Financials.pdf (https://www.artc.com.au/uploads/ARTC-2019-Financials.pdf)` |\n| $13 | Amounts charged or credited directly to equity Consolidated\n2020 2019\nConsolidated $’000 $’000\n2020 2019\n$’000 $’000\nNet (Loss)/profit after tax (860,317) (448,386)\nDeferred income tax related to items charged directly to equity\nInterest revenue (2,349) (4,843)\nNet (loss)/gain on net revaluation of infrastructure assets (13,709) (58,296)\nFinance expenses 17,488 17,534\nNet (loss)/gain on defined benefit plan 1,112 (1,063)\nIncome tax (benefit)/expe | `other-pdfs/ARTC-Financial-Statements_2019-20-final-version.pdf (https://www.artc.com.au/uploads/ARTC-Financial-Statements_2019-20-final-version.pdf)` |\n| $766.0 million, $256.4 million, 766.0 million, 256.4 million | [Page 16]\nPERFORMANCE\nRESULTS AT A GLANCE\nAccess revenue\n$766.0 million\nEBITDAI\n$256.4 million\nLTIFR (Lost Time Injury\nFrequency Rate)\n0.71\n(target 0.50)\nMTIFR (Medical Treatment\nInjury Frequency Rate)\n0.94\n(target 2.00)\nAIFR (All Injury Frequency Rate)\n6.14\n(target 10.00)\n14 ARTC ANNUAL REPORT 2020–21 | `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)` |\n| $2,646m, $2,719m, $278.3m, $208.6m, $570m, $460m | The Directors are of the opinion that\nthe financial statements are appropriately prepared on a going concern basis having regard to the following:\nAs at 30 June 2022:\n– The Group has net assets of $2,646m (2021: $2,719m)\n– The Group generated cash from operating activities of $278.3m (2021: $208.6m)\n– The Group expects to continue to generate positive cash flows from operating activities in the next twelve months\n– The Group has $570m (2021: $460 | `annual-reports/2021-22.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2021-2022.pdf)` |\n| $812.2 million, $747.9 million, $364.4 million, $205.6 million, 812.2 million, 747.9 million | [Page 17]\nCLIMATE FINANCE STAKEHOLDERS\n17,878tCO e $812.2 million 62\nstakeholder\n2\nScope 1 and 2 access revenue reputation/trust score\ngreenhouse gas ($747.9 million in 2022-23) (47 in 2022-23)\nemissions†\n$364.4 million 7.2/10\ncustomer\n(8.3% reduction from 2021-22\nbaseline year, less than target earnings before interest, satisfaction\nof 10%)* tax, depreciation, (7.6/10 in 2022-23)\namortisation and\n4.1% 39%\ngrowth in construction\nimpairment\nnon‑co | `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)` |\n| $1 billion, $540 million, $500 million, 1 billion, 540 million, 500 million | Within this context, and building on our existing\nNEW TRACK RESURFACING\ninvestment in network resilience activities, more than\n$1 billion has been committed in additional capital RESOURCES\ninvestment over the next six years starting in 2024‑25,\nwhich includes $540 million in Commonwealth funding\nannounced in the May Federal Budget, accompanied by In 2023‑24, we bolstered our investment in modern\nARTC’s commitment of $500 million. machinery to sup | `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)` |\n| $504.5 million, $287.9 million, $9.5 million, $216.6 million, $34.9 million, 504.5 million | Committees (CCCs) and sub-committees have now been\nestablished along the route as part of our commitment to As a result there has been a reduction in the Interstate\naddressing local community and environmental concern; Business Unit’s long term cash flow forecasts which has\nbeen the key reason for a downward revaluation of the\n• Furthermore, Inland Rail continues to work with various Interstate Business Unit’s assets of $504.5 million, of which\ns | `other-pdfs/ARTC-2019-Financials.pdf (https://www.artc.com.au/uploads/ARTC-2019-Financials.pdf)` |\n| $150 million, 150 million | 4 Taking our organisational design and capability\nto the next level\nFor example, between now and 2022–23: 5 Further enhancing and transforming our\n– Our Inland Rail project expenditure will average in procurement function\nexcess of $150 million per month 6 Expanding the focus and increasing the\n– Our number of full-time employees will grow by maturity of our risk management system\nalmost 40 percent 7 Strengthening our ability to manage cyber\n– Ar | `other-pdfs/Statement-of-Corporate-Intent-FINAL.pdf (https://www.artc.com.au/uploads/Statement-of-Corporate-Intent-FINAL.pdf)` |\n| 1 million | Positive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nIllabo to Stockinbingal\nPositive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nStockinbingal to Parkes\n% of women in 40% 40% 40% 40%\nexecutive leadership\nand governance\npositions\nTarget achieved +/-10% of target >10% of target\nFootnotes:\n*Calculation for Combined TRIFR: (employee + contractor recordable injuries) divided by (employee + contractor worked hours) multiplied by\n(1 million). | `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)` |\n| $812.2 million, $747.9 million, $364.4 million, $205.6 million, 812.2 million, 747.9 million | [Page 17]\nCLIMATE FINANCE STAKEHOLDERS\n17,878tCO e $812.2 million 62\nstakeholder\n2\nScope 1 and 2 access revenue reputation/trust score\ngreenhouse gas ($747.9 million in 2022-23) (47 in 2022-23)\nemissions†\n$364.4 million 7.2/10\ncustomer\n(8.3% reduction from 2021-22\nbaseline year, less than target earnings before interest, satisfaction\nof 10%)* tax, depreciation, (7.6/10 in 2022-23)\namortisation and\n4.1% 39%\ngrowth in construction\nimpairment\nnon‑co | `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)` |\n| $10 million, 10 million | Our performance:\nTarget Scope 2024-25 result Description\nFor capital infrastructure projects greater Recycling and re-use of non-hazardous\nthan $10 million total waste recycled or construction waste has well exceeded the\nGroup\nre-used to exceed 50% [on a weighted target achieving 92.3% from construction\naverage basis] by 2027 start date\n56 ARTC ANNUAL REPORT 2024-25 | `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)` |\n| 2027 employees | Our performance:\nTarget Scope 2024-25 result Description\nYear-on-year increase in female Female employees in the workforce\nparticipation in workforce [based on Group increased incrementally to 29.6% from\nprevious year’s actuals] 28.4% in 2023-24\n4.5% Aboriginal and Torres Strait Aboriginal and Torres Strait Islander\nIslander people in the workforce by 2027 employees in the workforce remained\nGroup\nstable at 4.7% compared to 4.4%\nin 2023-24\n10% in | `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)` |\n\n## Key Achievements\n\n- [Page 56]\nTRUSTED PARTNER OF THE\nCOMMUNITY AND SUPPLY CHAIN\nENVIRONMENT\nIn addition to our climate‑related activities, environmental\nprograms and achievements in 2023‑24 included:\n– Non-conformance events: While we recorded\nan eighth consecutive year of no significant\nenvironmental non‑conformance events, we\nrecorded 16 low or medium level environmental\nnon‑conformance events (16 were also\nrecorded in 2022‑23) and remain committed\nto future improvement\n– Waste management: We met our ESG target\nto recycle or beneficially re‑use 60% of inert\nand non‑hazardous waste from our major\nconstruction projects CONSTRUCTION\nRESOURCE RE-USE\n– Resources Assessment Plan: We prepared a\nplan to refine our collection of data on waste\nmanagement and to identify activities that will improve\nour circularity The Cabramatta Loop Project that we completed with\nFulton Hogan during the year delivered innovative\n  Source: `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)`\n- [Page 67]\nProgress FY24 Deliverables\nCATEGORY MILESTONE COMMENT\nLand access A2I Land Access Secured Completed\n(Negotiated and Compulsory Acquisition)\nApprovals N2N State and Federal Planning Approvals Completed\nNS2B State and Federal Planning Approval Completed\nProcurement B2A Tranche 2 Procurement and Contractor Mobilisation Completed\nDetailed design B2A Tranche 1 Detailed Design Completed\nConstruction works S2P Construction and Commissioning Commenced\nN2NS SP1 Construction and Commissioning (Stage 1) Completed\nFY24 KPIs\nMETRIC FY24 ACTUAL COMMENT\nProject expenditure ($m) 23.8% The key drivers of the below budget position followed the\nbelow target outcome of a detailed review of land acquisition purchase\nactivities (including a refund of prior year Approval to\nNegotiate payments made to DTMR), realignment of north of\nParkes activities for Approved Project Works and contractor\n  Source: `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)`\n- [Page 54]\nFigure 19: Inland Rail FY22 Achievements\n2021 2022\nMilestone Project\npeS ceD raM nuJ\nDesign Final P2N ISCA As-Built Rating received \"Excellent\"\nCompletion of S2P Reference Design and IFC\nDesign Drawings\nReference Design for A2I accepted (IR)\nB2G Ancillary Agreement for Design Enabling\nWorks awarded\nStage Gate 3 for A2I Completed\nEnvironment Review of Environmental Factors completed for S2P\nPublic Exhibition of G2H EIS Completed\nReview of Environmental Factors for Narwonah Material\nDistribution Centre Completed\nContract Northern Civil Work Program Contract Awarded\nEarly Works Contract for T2A Tranche 1 awarded\nCentral Civil Works Collaborative Framework Agreements\nContract Executed\nSouthern Civil Works Collaborative Framework Agreements\nContract Executed\nNorthern Civil Works Collaborative Framework Agreements\nContract Executed\nRail Corridor Program Contract Executed\n  Source: `corporate-plans/2022-23.pdf (https://www.artc.com.au/uploads/ARTC-2022-23-Statement-of-Corporate-Intent.pdf)`\n- [Page 32]\nPROVIDE A SAFE, RESILIENT\nAND RELIABLE NETWORK\nRESILIENCE We also built on activities via our Extreme Weather\nImprovement Program, which has now delivered 12 key\nARTC is focused on improving network resilience in initiatives to address network resilience, including:\npursuit of a reliable, 24/7 operational network.\n– Completion of hydrology assessment of the entire\nnetwork, identifying theoretical hydraulic capacity\nIn recent years, our network performance has been\nof all structures to enable data-driven infrastructure\nchallenged by climate and weather pattern changes,\nmaintenance and flood risk management decisions.\nwhich have highlighted track vulnerabilities and adversely\nimpacted our operations and those of our freight and – Installation of additional remote weather stations,\npassenger customers. with water height monitors providing comprehensive\n  Source: `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)`\n- Progress FY24 Deliverables\nCATEGORY MILESTONE COMMENT\nLand access A2I Land Access Secured Completed\n(Negotiated and Compulsory Acquisition)\nApprovals N2N State and Federal Planning Approvals Completed\nNS2B State and Federal Planning Approval Completed\nProcurement B2A Tranche 2 Procurement & Contractor Mobilisation Completed\nDetailed design B2A Tranche 1 Detailed Design Completed\nConstruction works S2P Construction & Commissioning Commenced\nN2NS SP1 Construction & Commissioning (Stage 1) Completed\nARTC STATEMENT OF CORPORATE INTENT ARTC STATEMENT OF CORPORATE INTENT 31\n  Source: `corporate-plans/2024-25.pdf (https://www.artc.com.au/uploads/ART13256_Statement_of_Corp_Intent_2025_V9_WEB.pdf)`\n- [Page 11]\n1 July 2023 1 January 20242\n“Day 1” Subsidiary is established Subsidiary operationally established\nARTC Subcommittee formed Board and sub committees established and operational\nGovernance documents and reporting framework implemented\nOrganisation structure implemented\n7 July 2023\nPolicies, Procedures and Delegations of Authority –\nShareholders announce\nUpdates commenced\nappointment of new directors of\nContract novation process commenced\nSubsidiary\nKey financial and IT system changes – commenced and\npartially implemented\n1 October 2023\nARTC Board review\nStage 2\nReadiness Report\nOngoing engagement with shareholder departments\n30 June 2024\nRestructure is effected\n1 November 2023\nand the Subsidiary is\nImplementation of the\noperating autonomously\nTransition Plan and\nmaking process, system\nand structural changes 30 June 20242\nas required\nSubsidiary and Governance\nframework completed\n  Source: `corporate-plans/2023-24.pdf (https://www.artc.com.au/uploads/ARTC-Statement-of-Corporate-Intent-2428.pdf)`\n- [Page 46]\nPERFORMANCE: OUR PROGRESS\nPROGRAM KEY PERFORMANCE INDICATORS\nProject Milestones IRPL Update\nCategory Milestone Comment end of June 2025\nLand Access Illabo to Stockinbingal (I2S) Land The majority of acquisitions have been completed,\nAcquired for Construction with one further acquisition scheduled to take\nplace in July 2025.\n  Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 4]\nCHAIRMAN AND\nCEO’S MESSAGE\nIn a year full of challenges and growth, ARTC Other particularly notable achievements in\ncontinued to evolve in 2021–22 in support of 2021–22 included:\nour vision to keep Australia moving. – Safety remained central to everything – as part of\nour Pathway to Zero Harm Strategy, we implemented\nOn average, we managed the daily transit of more several initiatives through our Safe Work Improvement\nthan 420 freight and passenger trains on our 8,500km Program to strengthen trackworker safety.\nnetwork, which included construction, maintenance and Importantly, our All Injury Frequency Rate, Medically\noperational activities to manage our rail corridors across Treated Injury Frequency Rate and Lost Time Injury\nfive states as safely and efficiently as possible.\n  Source: `annual-reports/2021-22.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2021-2022.pdf)`\n- In 2021–22, our Major Construction Projects team managed BRISBANE\nthe continuing growth in our capital projects portfolio, including\nprogress on the following key projects during the year:\n1 North East Rail Line Upgrade (VIC)\n5\nThe 532km of track upgrade works were completed in 2021 resulting\nin a smoother and more reliable ride for passengers travelling between Narrabri\nAlbury-Wodonga and Melbourne.\n  Source: `annual-reports/2021-22.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2021-2022.pdf)`\n- [Page 43]\nKey report highlights:\n– On the completed Parkes to Narromine section\nof Inland Rail, we installed certified carbon neutral\nCASE STUDY: INLAND RAIL\nconcrete culverts that enabled us to reduce\nSUSTAINABILITY REPORT\ncarbon emissions by more than 7,250 tonnes\n(the equivalent of removing 1,350 vehicles\nIntegrating environmental, social and governance\noff the road for a year).\nprinciples into the work we do is becoming an\nincreasing focus across ARTC as part of our – For the Narrabri to North Star (Phase 1)\ncommitment to being a good corporate citizen. section, site offices and the workers’ camp\nwere supplied with 50% renewable electricity.\n  Source: `annual-reports/2021-22.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2021-2022.pdf)`\n- Key achievements include:\n– The number of ARTC employees identifying as Endorsed by Reconciliation Australia, our Reconciliation\nAboriginal and Torres Strait Islander people has Action Plan is serving as an important way for ARTC to\nincreased by 30 to 84 people build a more inclusive and culturally safe workplace and\nto develop business opportunities within the communities\n– More than 2,400 hours of cultural awareness training\nwe operate.\nhave been delivered to more than 1,600 of our people\n44 ARTC ANNUAL REPORT 2022–23\n  Source: `annual-reports/2022-23.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2022-23-WEB.pdf)`\n- IRPL has taken responsibility\nwork commencing shortly. for design, construction and delivery of the Inland\nRail program for ARTC, which means the IRPL\n– In New South Wales, a major construction milestone\nsubsidiary accounts for these contracts are in its\nwas reached in October 2023 with practical\nfinancial statements.\ncompletion being achieved on the Narrabri to North\nStar Phase 1 section, enabling trains to operate\nbetween Narrabri and North Star.\n– Progress on obtaining environmental approvals also\ncontinued throughout the year with the North Star\nto NSW/QLD Border project receiving Australian\nGovernment approval in July 2023 and the Narromine\nto Narrabri project receiving Australian Government\napproval in January 2024.\n– In Queensland, work in line with the Approved Project\nWorks including planning approvals, land acquisition\nand preliminary design continued throughout the year.\n  Source: `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 60]\nTRUSTED PARTNER OF THE\nCOMMUNITY AND SUPPLY CHAIN\nCLIMATE ACTION\nMANAGING CLIMATE FOCUS AREAS IN OUR ESG STRATEGY\nCLIMATE RISK\nARTC recognises that climate change\nis a significant global challenge that Climate resilient network\nwill have wide-reaching effects on Ensuring our network can withstand more\nour business and sector.\nfrequent and extreme weather events\nRail has a key role in meeting the and that climate-related delays to our\nfuture growth of the national freight\ncustomers are minimised by investing in\ntask in a decarbonised economy.\nthe reliability, redundancy, resistance and\nWhile the emissions benefits of\nrecovery of our asset\ntransporting goods and people\nby rail versus road are widely\nrecognised, ARTC’s management\nof climate-related financial risks and\nopportunities (CRROs) will help us Net zero\n  Source: `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)`\n- National Crystal Brook to Melbourne Parkes to Broken Hill\nThe NIP addresses the current state and long-term\nvision for the development of the national network • Introduction of an Electronic • Upgrade of signalling to • Extended crossing loops to\nthrough an additional targeted $1.04 billion investment Train Authority Management computer-based interlocking. accommodate 1,800m trains.\nsystem to digitally issue and • Undergrounding communication • Automated control system\nin infrastructure works between 2025 and 2030.\nmanage movement authorities wires to reduce risk of theft. infrastructure introduced on\nThe accelerated investment will enhance network\nfor train drivers and track workers, • Replacement of existing eleven crossing loops.\nperformance and support customer requirements.\nimproving the accuracy and underground communication wires\ntimeliness of critical to reduce signal outages.\n  Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 49]\nMEETINGS OF DIRECTORS\nThe number of meetings of the Group’s Board of Directors and of each Board Committee held during the year ended 30 June\n2021, and the numbers of meetings attended by each Director were:\nMeeting of Directors\nEnvironment\nAudit and Health and People and\nFull meeting Compliance Safety Performance Inland Rail\nof Directors Committee Committee Committee (1) Risk Committee Committee\nA B A B A B A B A B A B\n8 8 5 5 3 3 3 3 2 2 8 8\nW Truss (2)\nC Barlow 8 8 – 5 – 3 3 3 2 2 8 8\nG Brown (3) 8 8 5 5 3 3 3 3 2 2 5 8\nR Garnon (4) 8 8 5 5 1 3 3 3 2 2 8 8\nV Graham (5) 8 8 5 5 3 3 – 3 2 2 5 8\nD Saxelby (6) 8 8 – 5 3 3 1 3 2 2 8 8\nJ Seabrook 8 8 5 5 – 3 3 3 2 2 8 8\nM Campbell (7) 7 8 5 5 3 3 3 3 2 2 8 8\nA = Number of meetings attended\nB = Number of meetings held during the time the Director held office or was a member of the committee during the year\n  Source: `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)`\n- The following table indicates where specific ASX Principles are dealt with in this statement:\nASX Principle Reference\nPrinciple 1: Lay solid foundations for management and oversight The Board, Board Committees, Accountability and Audit\nPrinciple 2: Structure the Board to be effective and add value The Board, Board Committees\nPrinciple 3: Instil a culture of acting lawfully, ethically and responsibly Governance Policies\nPrinciple 4: Safeguard the integrity of corporate reports The Board, Accountability and Audit, Board Committees\nPrinciple 5: Make timely and balanced disclosure Our Shareholder\nPrinciple 6: Respect the rights of security holders Our Shareholder\nPrinciple 7: Recognise and manage risk Accountability and Audit\nPrinciple 8: Remunerate fairly and responsibly Board Committees\nTHE BOARD\nBoard role and responsibilities\n  Source: `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)`\n- It is not\nrecognised on the basis that there are no forecast future capital gains against which the loss could be utilised.\n(ii) Deferred tax liabilities\nConsolidated\n2021 2020\n$’000 $’000\nThe balance comprises temporary differences attributable to:\nProperty, plant and equipment 152,161 168,217\nOther receivables 13,244 10,175\nCash flow hedges – foreign exchange 149 –\nDeferred tax liabilities 165,554 178,392\nMovements:\nOpening balance at 1 July 178,392 134,281\nCharged/(credited) to the Consolidated Income Statement related to property, plant and equipment 25,136 54,334\nCharged/(credited) to the Consolidated Income Statement related to other receivables 3,069 3,486\nCharged/(credited) to the Consolidated Income Statement related to cash flow hedge\n– foreign exchange (61) –\nCharged to equity related to cash flow hedge – foreign exchange 210 –\n  Source: `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)`\n- [Page 126]\nLIST OF ANNUAL REPORT CONTENT REQUIREMENTS\nPGPA Rule Part of Description Requirement\nReference Report\n28E(o) N/A An explanation of information not obtained from a subsidiary If applicable,\nof the company and the effect of not having the information mandatory\non the annual report\n28E(oa) Reports & Information about executive remuneration Mandatory\nStatements\n28E(ob) Reports & The following information about the audit committee for Mandatory\nStatements the company:\n(a) a direct electronic address of the charter determining the\nfunctions of the audit committee;\n(b) the name of each member of the audit committee;\n(c) the qualifications, knowledge, skills or experience of each\nmember of the audit committee;\n(d) information about each member’s attendance at meetings\nof the audit committee;\n(e) the remuneration of each member of the audit committee\n  Source: `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)`\n- [Page 54]\nREPORTS AND STATEMENTS DIRECTORS’ REPORT\nMEETINGS OF DIRECTORS (continued)\nMEMBERS OF THE BOARD COMMITTEES DURING THE YEAR:\nAudit and Compliance\nMember Membership period (if other than full year)\nR Garnon Appointed Chair 28 March 2022\nR Arrold Appointed 13 May 2022\nG Brown End of term 25 March 2022\nV Graham End of term 18 February 2022\nJ Seabrook\nEnvironment Health and Safety\nMember Membership period (if other than full year)\nK Hodgkinson Appointed Chair 13 May 2022\nK Brennan Appointed 13 May 2022\nG Brown End of term 25 March 2022\nV Graham End of term 18 February 2022\nD Saxelby\nPeople and Performance\nMember Membership period (if other than full year)\nJ Seabrook Chair\nC Barlow End of term 25 March 2022\nG Brown End of term 25 March 2022\nR Garnon\nK Hodgkinson Appointed 13 May 2022\nRisk Committee\nMember Membership period (if other than full year)\n  Source: `annual-reports/2021-22.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2021-2022.pdf)`\n- [Page 123]\nPGPA Rule Part of Description Requirement\nReference Report\n28E(o) N/A An explanation of information not obtained from a subsidiary If applicable,\nof the company and the effect of not having the information mandatory\non the annual report\n28E(oa) Reports & Information about executive remuneration Mandatory\nStatements\n28E(ob) Reports & The following information about the audit committee for Mandatory\nStatements the company:\n(a) a direct electronic address of the charter determining the\nfunctions of the audit committee;\n(b) the name of each member of the audit committee;\n(c) the qualifications, knowledge, skills or experience of each\nmember of the audit committee;\n(d) information about each member’s attendance at meetings\nof the audit committee;\n(e) the remuneration of each member of the audit committee\n28F Disclosure requirements for government business enterprises\n  Source: `annual-reports/2021-22.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2021-2022.pdf)`\n- [Page 57]\nMEMBERS OF THE BOARD COMMITTEES DURING THE YEAR:\nAudit and Compliance\nMember Membership period (if other than full year)\nR Garnon Chair\nR Arrold\nK Brennan Appointed 8 February 2023\nJ Seabrook End of term 25 November 2022\nEnvironment Health and Safety\nMember Membership period (if other than full year)\nK Hodgkinson Chair\nK Brennan\nD Saxelby End of term 24 February 2023\nPeople and Performance\nMember Membership period (if other than full year)\nJ Seabrook Chair – end of term 25 November 2022\nK Hodgkinson Acting Chair – appointed 22 March 2023\nR Garnon\nRisk Committee\nMember Membership period (if other than full year)\nK Brennan Chair\nR Arrold\nC Burke Appointed 30 January 2023\nM Campbell\nP Duncan Appointed 31 January 2023, Leave of Absence from 17 April 2023\nR Garnon\nK Hodgkinson\nD Saxelby End of term 24 February 2023\nK Schott Appointed 18 April 2023\n  Source: `annual-reports/2022-23.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2022-23-WEB.pdf)`\n- [Page 74]\nREPORTS AND STATEMENTS DIRECTORS’ REPORT\nMEETINGS OF DIRECTORS\nThe number of meetings of the Group’s Board of Directors and of each Board Committee held during the year ended\n30 June 2024, and the numbers of meetings attended by each Director were:\nMeeting of Directors\nFull meeting of Audit and Environment People and Risk\nDirectors Compliance Health and Performance Committee\nCommittee Safety Committee(1)\nCommittee\nA B A B A B A B A B\nP Duncan(2) 8 9 3 4 2 3 3 3 3 3\nR Arrold(3) 10 10 5 5 3 3 4 4 3 3\nK Brennan(4) 10 10 5 5 3 3 4 4 3 3\nC Burke(5) 10 10 5 5 3 3 3 4 2 3\nR Garnon(6) 10 10 5 5 3 3 4 4 3 3\nK Hodgkinson(7) 10 10 5 5 3 3 4 4 2 3\nW Johnson(8) 5 5 2 2 2 2 2 2 2 2\nK Schott(9) 2 2 2 2 1 1 1 1 – –\nM Campbell(10) – – 1 1 – – – 1 – –\nA = Number of meetings attended\n  Source: `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)`\n- [Page 75]\nMEMBERS OF THE BOARD COMMITTEES DURING THE YEAR:\nAudit and Compliance\nMember Membership period (if other than full year)\nR Garnon Chair\nR Arrold\nK Brennan\nEnvironment Health and Safety\nMember Membership period (if other than full year)\nK Hodgkinson Chair\nK Brennan\nPeople and Performance\nMember Membership period (if other than full year)\nK Hodgkinson Acting Chair\nP Duncan\nR Garnon\nRisk Committee\nMember Membership period (if other than full year)\nK Brennan Chair\nR Arrold\nC Burke\nP Duncan Leave of Absence 14 April 2023 – 21 August 2023\nR Garnon\nK Hodgkinson\nK Schott End of term 31 August 2023\nW Johnson Appointed 13 December 2023\nM Campbell End of term 31 July 2023\nARTC ANNUAL REPORT 2023-24 ARTC ANNUAL REPORT 2023-24 73\n  Source: `annual-reports/2023-24.pdf (https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf)`\n- The number of meetings of the Group’s Board of Directors and of each Board Committee held during\nthe year ended 30 June 2025, and the numbers of meetings attended by each Director, for both the old and new\nstructure, were:\nMEETING OF DIRECTORS FOR BOARD COMMITTEES THAT HAVE CEASED DURING THE YEAR\nAudit and Environment, People and\nCompliance Health and Safety Performance\nCommittee Committee Committee Risk Committee\nA B A B A B A B\nP Duncan(1) – – – – 3 3 1 1\nR Arrold(2) 4 4 – – – – 1 1\nK Brennan(3) 4 4 2 2 – – 1 1\nC Burke(4) – – – – – – 1 1\nR Garnon(5) 3 4 – – 3 3 1 1\nK Hodgkinson(6) – – 2 2 3 3 1 1\nW Johnson(7) – – – – – – 1 1\nA = Number of meetings attended\nB = Number of meetings held during the time the Director was a member of the committee during the year\n(1) Mr Duncan attended four Audit and Compliance Committee meetings and two Environment, Health and Safety Committee meetings\n  Source: `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)`\n- [Page 91]\nMEETING OF DIRECTORS FOR CONTINUING OR NEW BOARD COMMITTEES\nEnvironment, Network Operations\nFull meeting of Audit, Finance and Safety and People and Systems\nDirectors Risk Committee(8) Committee(9) Committee(10)\nA B A B A B A B\nP Duncan 7 7 – – – – – –\nR Arrold 5 5 – – – – – –\nK Brennan 5 5 – – – – – –\nC Burke 7 7 – – 1 1 1 1\nM Carter 1 2 – – – – – 1\nI Dickson 2 2 – – 1 1 – 1\nJ Finlay(11) 2 2 – – – – – –\nR Garnon 4 5 – – – – – –\nK Hodgkinson 5 5 – – – – – –\nW Johnson(12) 7 7 – – – – – –\nM Kanga 1 2 – – 1 1 1 1\nJ Rossouw(13) 2 2 – – 1 1 – –\nA = Number of meetings attended\nB = Number of meetings held during the time the Director was a member of the committee during the year\n(8) Audit, Finance and Risk Committee was formed during FY25, but did not formally meet until FY26.\n(9) Environment, Safety and People Committee commenced on 12 June 2025.\n  Source: `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)`\n- [Page 92]\nREPORTS AND STATEMENTS DIRECTORS’ REPORT\nMEMBERS OF THE BOARD COMMITTEES DURING THE YEAR:\nBOARD COMMITTEES CEASED DURING THE YEAR\nAudit and Compliance\nMember Membership period (if other than full year)\nR Garnon Chair – ceased 6 February 2025\nR Arrold Ceased 6 February 2025\nK Brennan Ceased 6 February 2025\nEnvironment, Health and Safety\nMember Membership period (if other than full year)\nK Hodgkinson Chair – ceased 6 February 2025\nK Brennan Ceased 6 February 2025\nPeople and Performance\nMember Membership period (if other than full year)\nK Hodgkinson Chair – appointed 6 August 2024 and ceased 6 February 2025\nP Duncan Ceased 6 February 2025\nR Garnon Ceased 6 February 2025\nRisk Committee\nMember Membership period (if other than full year)\nK Brennan Chair – ceased 9 October 2024\nR Arrold Ceased 9 October 2024\nC Burke Ceased 9 October 2024\nP Duncan Ceased 9 October 2024\n  Source: `annual-reports/2024-25.pdf (https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf)`\n\n## Corporate Values and Operating Culture\n\n- The following table indicates where specific ASX Principles are dealt with in this statement:\nASX Principle Reference\nPrinciple 1: Lay solid foundations for management and oversight The Board, Board Committees, Accountability and Audit\nPrinciple 2: Structure the Board to be effective and add value The Board, Board Committees\nPrinciple 3: Instil a culture of acting lawfully, ethically and responsibly Governance Policies\nPrinciple 4: Safeguard the integrity of corporate reports The Board, Accountability and Audit, Board Committees\nPrinciple 5: Make timely and balanced disclosure Our Shareholder\nPrinciple 6: Respect the rights of security holders Our Shareholder\nPrinciple 7: Recognise and manage risk Accountability and Audit\nPrinciple 8: Remunerate fairly and responsibly Board Committees\nTHE BOARD\nBoard role and responsibilities\n  Source: `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)`\n- ASX Principle Reference\nPrinciple 1: The Board, Board Committees,\nLay solid foundations for management and oversight Accountability and Audit\nPrinciple 2:\nThe Board, Board Committees\nStructure the Board to be effective and add value\nPrinciple 3:\nGovernance Policies\nInstil a culture of acting lawfully, ethically and responsibly\nPrinciple 4: The Board, Accountability and Audit,\nSafeguard the integrity of corporate reports Board Committees\nPrinciple 5:\nOur Shareholder\nMake timely and balanced disclosure\nPrinciple 6:\nOur Shareholder\nRespect the rights of security holders\nPrinciple 7:\nAccountability and Audit\nRecognise and manage risk\nPrinciple 8:\nBoard Committees\nRemunerate fairly and responsibly\nTHE BOARD (c) Access agreements that do not comply with the Board\nagreed pricing and Access principles and policies;\nBoard role and responsibilities\n(d) Long term price paths for train operators;\n  Source: `other-pdfs/ARTC-2019-Financials.pdf (https://www.artc.com.au/uploads/ARTC-2019-Financials.pdf)`\n- [Page 26]\nREPORTS AND STATEMENTS NOTES TO THE FINANCIAL STATEMENTS\n7 NON-FINANCIAL ASSETS AND LIABILITIES (CONTINUED)\n(f) Provisions (continued) (g) Non-current liabilities - Defined benefit plans\n(ii) Movements in provisions (i) Consolidated Balance Sheet amounts\nMovements in each class of provision during the financial year are set out below: The amounts recognised in the balance sheet and the movements in the net defined benefit obligation over the year as follows:\nEmployee Biodiversity Present value Fair value of Net\nbenefits credits of obligation plan assets amount\nIncident Total\n$’000 $’000 $’000 $’000 $’000\n$’000 $’000\nBalance as at 1 July 2018 (41,163) 31,695 (9,468)\n2020\nIncluded in consolidated income statement\nCarrying amount at 1 July 51,854 - 16,739 68,593 Current service cost (401) - (401)\n  Source: `other-pdfs/ARTC-Financial-Statements_2019-20-final-version.pdf (https://www.artc.com.au/uploads/ARTC-Financial-Statements_2019-20-final-version.pdf)`\n- Note\nRevenue from contracts with customers 6 (b)\n– Access revenue – Hunter Valley\n2 BASIS OF ACCOUNTING\nFair value and carrying value of assets 7 (c), 11 (d) (i)\nThese general purpose financial statements have Deferred tax recognition 7 (e)\nbeen prepared in accordance with Public Governance\nIncident and biodiversity recognition 7 (f)\nPerformance and Accountability Act 2013 (PGPA Act),\nAustralian Accounting Standards, the requirements Defined benefit plan 7 (g)\nof the Corporations Act 2001 and other authoritative\npronouncements of the Australian Accounting Standards Estimates and underlying assumptions are reviewed\nBoard.\n  Source: `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)`\n- [Page 125]\nPGPA Rule Part of Description Requirement\nReference Report\n28E(ga) Page 35 Statistics on the entity’s employees on an ongoing and non Mandatory\nongoing basis, including the following:\n(a) statistics on full time employees\n(b) statistics on part time employees\n(c) statistics on gender\n(d) statistics on staff location\n28E(h) Page 10–11 An outline of the location (whether or not in Australia) of major Mandatory\nactivities or facilities of the company\n28E(i) Reports & Information in relation to the main corporate governance Mandatory\nStatements practices used by the company during the reporting period\n28E(j), 28E(k) Reports & For transactions with a related Commonwealth entity or If applicable,\nStatements related company where the value of the transaction, or if mandatory\nthere is more than one transaction, the aggregate of those\n  Source: `annual-reports/2020-21.pdf (https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf)`\n- [Page 32]\nFOCUS AREAS\nLEVEL CROSSING SAFETY LEVEL CROSSING WORKS\nWith more than 3,100 open level crossings on our network In 2021–22, level crossing improvement works on our\n(among more than 20,000 open level crossings across network included:\nAustralia), ARTC continues to take level crossing safety\n94\nvery seriously. maintenance improvements/upgrades\n(civil/signalling)\nIn 2021–22, we developed a new Level Crossing Strategy\n3\nto provide an overarching guidance framework, with our level crossing upgrades (passive to active)\nbusiness units subsequently establishing implementation\n10\nplans to help manage local safety risks. level crossing removals\nOur Level Crossing Strategy focuses on four key areas: 3\ngrade separations\nElimination\n– Grade separate public crossings\n– Close or consolidate public, private and service\nlevel crossings\nEngineering\nCASE STUDY: ENGAGING WITH\n  Source: `annual-reports/2021-22.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2021-2022.pdf)`\n- [Page 122]\nPGPA Rule Part of Description Requirement\nReference Report\n28E(ga) Page 34–35 Statistics on the entity’s employees on an ongoing and non Mandatory\nongoing basis, including the following:\n(a) statistics on full time employees\n(b) statistics on part time employees\n(c) statistics on gender\n(d) statistics on staff location\n28E(h) Page 8–9 An outline of the location (whether or not in Australia) of major Mandatory\nactivities or facilities of the company\n28E(i) Reports & Information in relation to the main corporate governance Mandatory\nStatements practices used by the company during the reporting period\n28E(j), 28E(k) N/A For transactions with a related Commonwealth entity or If applicable,\nrelated company where the value of the transaction, or if mandatory\nthere is more than one transaction, the aggregate of those\ntransactions, is more than $10,000 (inclusive of GST):\n  Source: `annual-reports/2021-22.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2021-2022.pdf)`\n- The campaign will continue in 2023–24.\n– Implement level crossing risk mitigation strategies\n– Develop and apply consistent level crossing standards\n– Support technology enhancements, innovation, and\nresearch and development\nEducation\n– Develop campaigns by using data to target safe road\nbehaviour and identify high exposure/risk locations\nEnforcement\n– Support existing law enforcement activities\n– Improve road user compliance with level\ncrossing controls\n– Share incident data and trends\nWith more than 3,100 open level crossings on our network\n– as part of more than 20,000 open level crossings\nacross Australia – our ongoing commitment to level\ncrossing safety during the year included collaboration with\nstate governments to develop and promote key safety\nmessages, including awareness programs in schools and\nat community events, as well as promotion of national\n  Source: `annual-reports/2022-23.pdf (https://www.artc.com.au/uploads/ARTC-Annual-Report-2022-23-WEB.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- `corporate-plans/2021-22.pdf` - corporate-plans - https://www.artc.com.au/uploads/ARTC-2021-22-SCI_Corporate-Plan.pdf\n- `corporate-plans/2022-23.pdf` - corporate-plans - https://www.artc.com.au/uploads/ARTC-2022-23-Statement-of-Corporate-Intent.pdf\n- `corporate-plans/2023-24.pdf` - corporate-plans - https://www.artc.com.au/uploads/ARTC-Statement-of-Corporate-Intent-2428.pdf\n- `corporate-plans/2024-25.pdf` - corporate-plans - https://www.artc.com.au/uploads/ART13256_Statement_of_Corp_Intent_2025_V9_WEB.pdf\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.artc.com.au/uploads/ARTC-Annual-Report-2021-2022.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.artc.com.au/uploads/ARTC-Annual-Report-2022-23-WEB.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf\n- `strategies/2020_HVCCS_Draft_Industry_Consultation.pdf` - strategies - https://www.artc.com.au/uploads/2020_HVCCS_Draft_Industry_Consultation.pdf\n- `strategies/2020_HVCCS_Final.pdf` - strategies - https://www.artc.com.au/uploads/2020_HVCCS_Final.pdf\n- `strategies/2021-ARTC-Hunter-Valley-Corridor-Capacity-Strategy-Consultation-Draft.pdf` - strategies - https://www.artc.com.au/uploads/2021-ARTC-Hunter-Valley-Corridor-Capacity-Strategy-Consultation-Draft.pdf\n- `strategies/2021-HVCCS-Final.pdf` - strategies - https://www.artc.com.au/uploads/2021-HVCCS-Final.pdf\n- `strategies/2022-HVCCS-Consultation-Draft.pdf` - strategies - https://www.artc.com.au/uploads/2022-HVCCS-Consultation-Draft.pdf\n- `strategies/2022-HVCCS-FINAL.pdf` - strategies - https://www.artc.com.au/uploads/2022-HVCCS-FINAL.pdf\n- `strategies/2023-HVCCS-Consultation-Draft.pdf` - strategies - https://www.artc.com.au/uploads/2023-HVCCS-Consultation-Draft.pdf\n- `strategies/2023-HVCCS-Final.pdf` - strategies - https://www.artc.com.au/uploads/2023-HVCCS-Final.pdf\n- `strategies/2024-HVCCS-Consultation-Draft-FINAL.pdf` - strategies - https://www.artc.com.au/uploads/2024-HVCCS-Consultation-Draft-FINAL.pdf\n- `strategies/2024-HVCCS-FINAL.pdf` - strategies - https://www.artc.com.au/uploads/2024-HVCCS-FINAL.pdf\n- `strategies/2025-HVCCS-Consultation-Draft.pdf` - strategies - https://www.artc.com.au/uploads/2025-HVCCS-Consultation-Draft.pdf\n- `strategies/2025-HVCCS-FINAL-Jan-2026.pdf` - strategies - https://www.artc.com.au/uploads/2025-HVCCS-FINAL-Jan-2026.pdf\n- `pages/about.html` - pages - https://www.artc.com.au/about/\n- `pages/announcements-index.html` - pages - https://www.artc.com.au/about/reports/modern-slavery-statement/\n- `pages/annual-reports-index.html` - pages - http://www.artc.com.au/about/reports/annual-reports/\n- `pages/annual-reports-index__00.html` - pages - https://www.artc.com.au/uploads/Annual-Report-2024-25.pdf\n- `pages/annual-reports-index__01.html` - pages - https://www.artc.com.au/uploads/Australian-Rail-Track-Corporation-Limited-Annual-Report-2023-24.pdf\n- `pages/annual-reports-index__02.html` - pages - https://www.artc.com.au/uploads/ARTC-Annual-Report-2022-23-WEB.pdf\n- `pages/annual-reports-index__03.html` - pages - https://www.artc.com.au/uploads/ARTC-Annual-Report-2021-2022.pdf\n- `pages/annual-reports-index__04.html` - pages - https://www.artc.com.au/uploads/ART10515_Annual_report_2020_21_cover_and_spreads_V10_WEB-1.pdf\n- `pages/annual-reports-index__05.html` - pages - https://www.artc.com.au/uploads/Annual-Report-2019-20_final_191020.pdf\n- `pages/annual-reports-index__06.html` - pages - https://www.artc.com.au/uploads/Annual-Report-Final-Web-Accessible-Version.pdf\n- `pages/annual-reports-index__07.html` - pages - http://www.artc.com.au/library/ar/2017/\n- `pages/annual-reports-index__08.html` - pages - http://www.artc.com.au/uploads/AR_2016_FINAL_Spreads_LR.pdf\n- `pages/annual-reports-index__09.html` - pages - http://www.artc.com.au/library/ar/2016/\n- `pages/annual-reports-index__10.html` - pages - http://www.artc.com.au/uploads/annual_report_2015.pdf\n- `pages/annual-reports-index__11.html` - pages - http://www.artc.com.au/library/ar/2015/\n- `pages/annual-reports-index__12.html` - pages - http://www.artc.com.au/uploads/annual_report_2014.pdf\n- `pages/annual-reports-index__13.html` - pages - http://www.artc.com.au/library/ar/2014/index.html\n- `pages/annual-reports-index__14.html` - pages - http://www.artc.com.au/uploads/annual_report_2013.pdf\n- `pages/annual-reports-index__15.html` - pages - http://www.artc.com.au/library/ar/2013/index.html\n- `pages/annual-reports-index__16.html` - pages - http://www.artc.com.au/uploads/annual_report_2012.pdf\n- `pages/annual-reports-index__17.html` - pages - http://www.artc.com.au/library/ar/2012/index.html\n- `pages/annual-reports-index__18.html` - pages - http://www.artc.com.au/uploads/annual_report_2011.pdf\n- `pages/annual-reports-index__19.html` - pages - http://www.artc.com.au/uploads/annual_report_2010.pdf\n- `pages/annual-reports-index__20.html` - pages - http://www.artc.com.au/uploads/annual_report_2009.pdf\n- `pages/annual-reports-index__21.html` - pages - http://www.artc.com.au/uploads/annual_report_2008.pdf\n- `pages/annual-reports-index__22.html` - pages - http://www.artc.com.au/uploads/annual_report_2007.pdf\n- `pages/annual-reports-index__23.html` - pages - http://www.artc.com.au/uploads/annual_report_2006.pdf\n- `pages/annual-reports-index__24.html` - pages - http://www.artc.com.au/uploads/annual_report_2005.pdf\n- `pages/annual-reports-index__25.html` - pages - http://www.artc.com.au/uploads/annual_report_2004.pdf\n- `pages/annual-reports-index__26.html` - pages - http://www.artc.com.au/uploads/annual_report_2004_f.pdf\n- `pages/annual-reports-index__27.html` - pages - http://www.artc.com.au/uploads/annual_report_2003.pdf\n- `pages/annual-reports-index__28.html` - pages - http://www.artc.com.au/uploads/annual_report_2003_f.pdf\n- `pages/annual-reports-index__29.html` - pages - http://www.artc.com.au/uploads/annual_report_2002.pdf\n- `pages/contact.html` - pages - https://www.artc.com.au/work/contractors/fatal-and-severe-risks-and-life-saving-behaviours/contact-with-electricity/\n- `pages/corporate-plans-index.html` - pages - http://www.artc.com.au/about/reports/statement-of-corporate-intent/\n- `pages/homepage.html` - pages - http://www.artc.com.au\n- `pages/news-latest.html` - pages - https://www.artc.com.au/latest-news/\n- `pages/publications-index.html` - pages - https://www.artc.com.au/notices-waivers-and-alerts/\n- `pages/strategies-index.html` - pages - https://www.artc.com.au/about/hv-strategy/\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/ARTC-Remuneration-Report-FY2016-Final.pdf` - other-pdfs - http://www.artc.com.au/uploads/ARTC-Remuneration-Report-FY2016-Final.pdf\n- `other-pdfs/ARTC-2017-18-Statement-of-Corporate-Intent-FINAL-31-Aug-2017-1.pdf` - other-pdfs - http://www.artc.com.au/uploads/ARTC-2017-18-Statement-of-Corporate-Intent-FINAL-31-Aug-2017-1.pdf\n- `other-pdfs/ARTC-2019-Financials.pdf` - other-pdfs - https://www.artc.com.au/uploads/ARTC-2019-Financials.pdf\n- `other-pdfs/Statement-of-Corporate-Intent-FINAL.pdf` - other-pdfs - https://www.artc.com.au/uploads/Statement-of-Corporate-Intent-FINAL.pdf\n- `other-pdfs/ARTC-Financial-Statements_2019-20-final-version.pdf` - other-pdfs - https://www.artc.com.au/uploads/ARTC-Financial-Statements_2019-20-final-version.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.",
  "legislation_md": "# Australian Rail Track Corporation Limited — Legislation Administered\n\n**Generated**: 2026-05-13T03:09:51+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 28,031 in / 381 out  ·  cost: $0.00103\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\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 4 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [National Land Transport Act 2014](https://www.legislation.gov.au/search?query=National%20Land%20Transport%20Act%202014) | 2014 | Act | ARTC operates the national rail network under this Act. |\n| [Corporations Act 2001](https://www.legislation.gov.au/search?query=Corporations%20Act%202001) | 2001 | Act | ARTC is incorporated under this Act. |\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/search?query=Public%20Governance%2C%20Performance%20and%20Accountability%20Act%202013) | 2013 | Act | ARTC is governed under this Act. |\n| [Hunter Valley Access Undertaking](https://www.legislation.gov.au/search?query=Hunter%20Valley%20Access%20Undertaking) | 2014 | Instrument | Regulates access for coal producers to the NSW Heavy Haul Network. |",
  "global_initiatives_md": "# Australian Rail Track Corporation Limited — Global Initiatives Catalogue\n\n## Focus areas\n- Network Capability and Maintenance\n- Network Resilience and Reliability\n- Workforce Development\n- Community Engagement\n\n## Network Capability and Maintenance\n\n### Infrastructure Australia’s Infrastructure Planning Framework\n**Jurisdiction**: Australia\n**Run by**: Infrastructure Australia\n**Year**: 2008\n**Status**: Active\n**What it does (2–3 sentences)**: This framework guides the planning and assessment of infrastructure projects across Australia, ensuring they meet national standards and align with economic and environmental goals.\n**Why it matters to Australia**: Provides a comprehensive approach to infrastructure planning which could enhance ARTC’s strategic planning and investment in network capability.\n**Find more**: [Infrastructure Australia’s Framework](https://www.google.com/search?q=Infrastructure+Australia%27s+Infrastructure+Planning+Framework)\n\n### European Union’s Trans-European Transport Network (TEN-T)\n**Jurisdiction**: EU\n**Run by**: European Commission\n**Year**: 1996\n**Status**: Active\n**What it does (2–3 sentences)**: The TEN-T aims to create a seamless and efficient trans-European transport network, integrating rail, road, and inland waterway transport systems.\n**Why it matters to Australia**: Offers insights into integrated transport networks and could inspire ARTC to enhance its network integration and efficiency.\n**Find more**: [Trans-European Transport Network](https://www.google.com/search?q=Trans-European+Transport+Network+EU)\n\n### United States’ High-Speed Rail\n**Jurisdiction**: USA\n**Run by**: Federal Railroad Administration\n**Year**: 2009\n**Status**: Active\n**What it does (2–3 sentences)**: The U.S. High-Speed Rail Program aims to develop a national network of high-speed rail lines to improve intercity travel efficiency and reduce reliance on air travel.\n**Why it matters to Australia**: Provides a model for developing high-speed rail infrastructure which could be beneficial for Australia’s future rail expansion plans.\n**Find more**: [U.S. High-Speed Rail](https://www.google.com/search?q=U.S.+High-Speed+Rail+Program)\n\n## Network Resilience and Reliability\n\n### UK’s Network Rail Resilience Program\n**Jurisdiction**: UK\n**Run by**: Network Rail\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This program focuses on enhancing the resilience of the UK rail network against extreme weather events and other disruptions through infrastructure upgrades and advanced monitoring systems.\n**Why it matters to Australia**: Offers strategies for improving network resilience which could help ARTC mitigate the impacts of extreme weather on its operations.\n**Find more**: [Network Rail Resilience Program](https://www.google.com/search?q=UK%27s+Network+Rail+Resilience+Program)\n\n### Canada’s Railway Safety Improvement Strategy\n**Jurisdiction**: Canada\n**Run by**: Transportation Safety Board of Canada\n**Year**: 2016\n**Status**: Active\n**What it does (2–3 sentences)**: This strategy aims to enhance railway safety through improved safety management systems, incident reporting, and proactive safety measures.\n**Why it matters to Australia**: Provides a framework for improving rail safety and reliability which could be adopted to enhance ARTC’s safety protocols.\n**Find more**: [Canada’s Railway Safety Improvement Strategy](https://www.google.com/search?q=Canada%27s+Railway+Safety+Improvement+Strategy)\n\n### Singapore’s Land Transport Authority’s Resilience Program\n**Jurisdiction**: Singapore\n**Run by**: Land Transport Authority\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: This program focuses on enhancing the resilience of Singapore’s rail network through infrastructure upgrades, advanced technology, and emergency response planning.\n**Why it matters to Australia**: Offers insights into resilience planning and technology integration which could benefit ARTC’s efforts to enhance network reliability.\n**Find more**: [Singapore’s Resilience Program](https://www.google.com/search?q=Singapore%27s+Land+Transport+Authority%27s+Resilience+Program)\n\n## Workforce Development\n\n### New Zealand’s Rail Academy\n**Jurisdiction**: New Zealand\n**Run by**: KiwiRail\n**Year**: 2008\n**Status**: Active\n**What it does (2–3 sentences)**: The Rail Academy provides training and development programs for the rail industry workforce, focusing on technical skills, safety, and leadership.\n**Why it matters to Australia**: Offers a model for comprehensive workforce development which could enhance ARTC’s training programs and skill development initiatives.\n**Find more**: [New Zealand’s Rail Academy](https://www.google.com/search?q=New+Zealand%27s+Rail+Academy)\n\n### Canada’s National Rail Strategy\n**Jurisdiction**: Canada\n**Run by**: Canadian National Railway\n**Year**: 2012\n**Status**: Active\n**What it does (2–3 sentences)**: This strategy includes workforce development initiatives aimed at building a skilled and diverse rail workforce through apprenticeships and career development programs.\n**Why it matters to Australia**: Provides insights into workforce development strategies which could be adapted to enhance ARTC’s training and development programs.\n**Find more**: [Canada’s National Rail Strategy](https://www.google.com/search?q=Canada%27s+National+Rail+Strategy)\n\n### United States’ Railroad Workforce Development\n**Jurisdiction**: USA\n**Run by**: Federal Railroad Administration\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative focuses on developing a skilled rail workforce through partnerships with educational institutions and industry stakeholders.\n**Why it matters to Australia**: Offers a model for workforce development which could enhance ARTC’s efforts to build a skilled and sustainable rail workforce.\n**Find more**: [U.S. Railroad Workforce Development](https://www.google.com/search?q=U.S.+Railroad+Workforce+Development)\n\n## Community Engagement\n\n### UK’s Community Rail Program\n**Jurisdiction**: UK\n**Run by**: Department for Transport\n**Year**: 1997\n**Status**: Active\n**What it does (2–3 sentences)**: This program supports local communities in developing and managing rail services, enhancing community engagement and local economic benefits.\n**Why it matters to Australia**: Provides a model for community engagement which could be adapted to enhance ARTC’s community relations and support initiatives.\n**Find more**: [UK’s Community Rail Program](https://www.google.com/search?q=UK%27s+Community+Rail+Program)\n\n### Singapore’s Community Rail Initiatives\n**Jurisdiction**: Singapore\n**Run by**: Land Transport Authority\n**Year**: 2005\n**Status**: Active\n**What it does (2–3 sentences)**: These initiatives focus on enhancing community engagement through public transport improvements and community-led transport projects.\n**Why it matters to Australia**: Offers insights into community engagement strategies which could benefit ARTC’s efforts to build community trust and support.\n**Find more**: [Singapore’s Community Rail Initiatives](https://www.google.com/search?q=Singapore%27s+Community+Rail+Initiatives)\n\n### Canada’s Indigenous Engagement in Rail Projects\n**Jurisdiction**: Canada\n**Run by**: Indigenous Services Canada\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative focuses on engaging Indigenous communities in rail projects, ensuring their needs and rights are respected and integrated into project planning and implementation.\n**Why it matters to Australia**: Provides a model for engaging with Indigenous communities which could enhance ARTC’s community relations and support initiatives.\n**Find more**: [Canada’s Indigenous Engagement](https://www.google.com/search?q=Canada%27s+Indigenous+Engagement+in+Rail+Projects)\n\n*Note: These initiatives are LLM-knowledge claims and should be verified before citing publicly.",
  "strategy": {
    "reporting_period": "2024-25",
    "corporate_plan_period": "2025-26",
    "vision": null,
    "vision_source_page": null,
    "purposes": "We deliver a safe and effective rail network operation that connects the nation, now and into the future [AR p.6]",
    "purposes_source_page": 6,
    "how_we_deliver": "We lead the nation in providing a safe, resilient and reliable network; Grow rail’s market share; We work with community and the supply chain as a trusted partner [AR p.6]",
    "how_we_deliver_source_page": 6,
    "government_priorities": [
      {
        "text": "Lead the nation in providing a safe, resilient and reliable network",
        "source_page": 16
      },
      {
        "text": "Grow rail’s market share",
        "source_page": 16
      },
      {
        "text": "We work with community and the supply chain as a trusted partner",
        "source_page": 16
      }
    ],
    "outcomes": [
      {
        "name": "Provide a safe, resilient and reliable network",
        "description": "ARTC manages the movement of over 410 freight and passenger trains each day, connecting Australia’s regions, cities, and ports. As the nation’s largest rail infrastructure manager, our network spans five states – South Australia, Victoria, New South Wales, Queensland and Western Australia. In managing this critical infrastructure, our focus is firmly on our customers – meeting their needs is the purpose of our business. We serve a diverse range of customers including above-rail operators who provide freight and passenger services, as well as coal producers across the New South Wales Heavy Haul Network [AR p.18]",
        "key_activities": [
          "Building an integrated service model",
          "Strategic Asset Investment and Operational Improvements",
          "Proactive Safety Approach"
        ],
        "source_page": 18
      },
      {
        "name": "Grow rail’s market share",
        "description": "ARTC is also delivering the Network Investment Program (NIP) with the support of the Australian Government. The NIP addresses the current state and long-term vision for the development of the national network through an additional targeted $1.04 billion investment over six years to 2030 [AR p.21]",
        "key_activities": [
          "Investment in Network Capability",
          "Operational Excellence"
        ],
        "source_page": 21
      }
    ],
    "values": [
      "NO HARM",
      "FUTURE THINKING",
      "ACTIVE ENGAGEMENT",
      "RESULTS"
    ],
    "values_framework_name": "ARTC Values",
    "kpi_targets_2025_26": [
      {
        "code": "TRIFR",
        "measure": "Total Recordable Injury Frequency Rate",
        "target": "2.6",
        "source_page": 49
      },
      {
        "code": "TRIFR",
        "measure": "Significant Severity Frequency Rate",
        "target": "2.00",
        "source_page": 49
      },
      {
        "code": "TRIFR",
        "measure": "Significant pollution incidents during Construction",
        "target": "0",
        "source_page": 49
      },
      {
        "code": "Spend with local businesses",
        "measure": "Spend with local businesses",
        "target": "40%",
        "source_page": 49
      },
      {
        "code": "Spend with First Nations Businesses",
        "measure": "Spend with First Nations Businesses",
        "target": "4%",
        "source_page": 49
      },
      {
        "code": "Workforce who are local residents",
        "measure": "Workforce who are local residents",
        "target": "30%",
        "source_page": 49
      },
      {
        "code": "Employee Engagement Score",
        "measure": "Employee Engagement Score",
        "target": "75%",
        "source_page": 49
      },
      {
        "code": "Female Participation",
        "measure": "Female Participation",
        "target": "46%",
        "source_page": 49
      },
      {
        "code": "First Nations Participation",
        "measure": "First Nations Participation",
        "target": "4%",
        "source_page": 49
      },
      {
        "code": "Project Expenditure",
        "measure": "Project Expenditure",
        "target": "Within budget +/-10%",
        "source_page": 49
      }
    ],
    "kpi_results_2024_25": [
      {
        "code": "TRIFR",
        "measure": "Total Recordable Injury Frequency Rate",
        "result": "4.29",
        "status": "Not achieved",
        "source_page": 17
      },
      {
        "code": "TRIFR",
        "measure": "Significant Severity Frequency Rate",
        "result": "2.00",
        "status": "Achieved",
        "source_page": 17
      },
      {
        "code": "Spend with local businesses",
        "measure": "Spend with local businesses",
        "result": "65%",
        "status": "Achieved",
        "source_page": 17
      },
      {
        "code": "Employee Engagement Score",
        "measure": "Employee Engagement Score",
        "result": "70%",
        "status": "Achieved",
        "source_page": 17
      },
      {
        "code": "Female Participation",
        "measure": "Female Participation",
        "result": "46%",
        "status": "Achieved",
        "source_page": 17
      },
      {
        "code": "First Nations Participation",
        "measure": "First Nations Participation",
        "result": "4%",
        "status": "Achieved",
        "source_page": 17
      },
      {
        "code": "Project Expenditure",
        "measure": "Project Expenditure",
        "result": "Within budget +/-10%",
        "status": "Achieved",
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