{
  "entity_id": "O-000858",
  "folder": "Australian-Trade-and-Investment-Commission-Austrade",
  "name": "Australian Trade and Investment Commission (Austrade)",
  "type": "Non-corporate Commonwealth Entity",
  "jurisdiction": "Commonwealth",
  "portfolio": "Foreign Affairs and Trade",
  "website": "http://www.austrade.gov.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": 2,
    "n_artifacts": 6,
    "n_kpi_targets": 5,
    "n_kpi_results": 5,
    "n_outcomes": 2,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "published",
    "confidence": "high",
    "summary": "We deliver quality trade and investment services to businesses and policy advice to government to grow Australia’s prosperity, including leading on national tourism policy.",
    "official_site_url": "http://www.austrade.gov.au",
    "source_documents": [
      {
        "type": "annual_report",
        "title": "Austrade Annual Report 2024-25 (PDF 9.5MB)",
        "url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Austrade Corporate Plan 2025-26 (PDF 7.7MB",
        "url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "period": "2025-26",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Austrade Corporate Plan 2024-25 (PDF 6.65MB",
        "url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2024-25.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Austrade Corporate Plan 2023-24 (PDF 734KB)",
        "url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/corporate-plan-2023-24.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Austrade Corporate Plan 2022-23 (PDF 734KB)",
        "url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2022-23.pdf",
        "period": "2022-23",
        "confidence": "high"
      }
    ],
    "purpose": {
      "text": "We deliver quality trade and investment services to businesses and policy advice to government to grow Australia’s prosperity, including leading on national tourism policy.",
      "source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
      "source_page": 4,
      "source_deep_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=4"
    },
    "vision": null,
    "strategic_priorities": [
      {
        "title": "Diversification: Broadening trade and investment across markets, sectors and business types",
        "description": "Diversification: Broadening trade and investment across markets, sectors and business types",
        "source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "source_page": 20,
        "source_deep_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20"
      },
      {
        "title": "Net zero: Enabling net zero transformation and positioning Australia as a net zero partner of choice",
        "description": "Net zero: Enabling net zero transformation and positioning Australia as a net zero partner of choice",
        "source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "source_page": 20,
        "source_deep_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20"
      },
      {
        "title": "Economic security: Deepening our strategic relationships and economic resilience",
        "description": "Economic security: Deepening our strategic relationships and economic resilience",
        "source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "source_page": 20,
        "source_deep_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20"
      },
      {
        "title": "First Nations: Supporting equitable economic ownership and growth for First Nations businesses and communities",
        "description": "First Nations: Supporting equitable economic ownership and growth for First Nations businesses and communities",
        "source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "source_page": 20,
        "source_deep_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20"
      },
      {
        "title": "Visitor economy: Returning the visitor economy to long-term sustainable growth",
        "description": "Visitor economy: Returning the visitor economy to long-term sustainable growth",
        "source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "source_page": 20,
        "source_deep_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20"
      },
      {
        "title": "Trade modernisation: Improving cross-border trade and digital services",
        "description": "Trade modernisation: Improving cross-border trade and digital services",
        "source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "source_page": 20,
        "source_deep_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20"
      }
    ],
    "values": [
      {
        "name": "Innovation",
        "description": "",
        "source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "source_page": null
      },
      {
        "name": "Transparency",
        "description": "",
        "source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "source_page": null
      },
      {
        "name": "Generosity of spirit",
        "description": "",
        "source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "source_page": null
      },
      {
        "name": "Collaboration",
        "description": "",
        "source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "source_page": null
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: To contribute to Australia’s economic prosperity by supporting Australian exporters to expand internationally, attracting productive international investment, and growing the visitor economy.",
        "description": "To contribute to Australia’s economic prosperity by supporting Australian exporters to expand internationally, attracting productive international investment, and growing the visitor economy.",
        "activities": [
          "Supporting Australian businesses to expand through trade advice, connections, support and programs",
          "Facilitating high-quality inward foreign investment, and outward investment via the Southeast Asia Investment Deal Teams",
          "Conducting global marketing and promotion to create brand awareness, generate demand, and support conversion of leads for trade and investment",
          "Leading national visitor economy policy development and implementation, publishing of official tourism statistics through Tourism Research Australia (TRA), and using Austrade’s global network and commercial perspectives on trade and investment to contribute to Government policy development and implementation",
          "Helping Australians through the delivery of effective consular services, efficient passport services and practical contingency planning in designated locations, in accordance with the Department of Foreign Affairs and Trade (DFAT) Consular Services and Passports Client Services Charter"
        ],
        "source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "source_page": 4,
        "source_deep_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=4"
      },
      {
        "name": "Outcome 2: The protection and welfare of Australians abroad through timely and responsive consular and passport services in specific locations overseas.",
        "description": "The protection and welfare of Australians abroad through timely and responsive consular and passport services in specific locations overseas.",
        "activities": [
          "Delivering responsive and appropriate consular services to Australian travellers and citizens living overseas, including notarial services, assistance with welfare issues, whereabouts enquiries, arrest or detention matters, deaths and medical emergencies",
          "Work collaboratively with DFAT to improve systems access and manage passport requests efficiently and accurately, including processing new passport applications, registering lost or stolen passports, issuing emergency passports and detecting passport fraud"
        ],
        "source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "source_page": 4,
        "source_deep_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=4"
      }
    ],
    "performance_measures": [
      {
        "code": "CCE01",
        "measure": "High level of satisfaction for Austrade’s clients with Austrade’s services",
        "target": "At least 85 per cent",
        "latest_result": "Not achieved",
        "status": "Partially achieved",
        "target_source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "target_source_page": 19,
        "result_source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf",
        "result_source_page": 16
      },
      {
        "code": "CCE02",
        "measure": "Number of trade outcomes facilitated",
        "target": "At least 1,200",
        "latest_result": "Achieved",
        "status": "Achieved",
        "target_source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "target_source_page": 19,
        "result_source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf",
        "result_source_page": 16
      },
      {
        "code": "CCE03",
        "measure": "EMDG recipients report that the receipt of a grant encouraged them to increase their export promotion activities",
        "target": "At least 70 per cent of EMDG recipients to report that receiving a grant encouraged them to increase their export promotion activities",
        "latest_result": "Achieved",
        "status": "Achieved",
        "target_source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "target_source_page": 19,
        "result_source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf",
        "result_source_page": 16
      },
      {
        "code": "CCE04",
        "measure": "Effective contribution to whole-of-government policy development",
        "target": "Focus Areas: Tourism Data, Net Zero, Trade Facilitation",
        "latest_result": "Achieved",
        "status": "Achieved",
        "target_source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "target_source_page": 20,
        "result_source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf",
        "result_source_page": 16
      },
      {
        "code": "CCE05",
        "measure": "Effective delivery of consular and passport services to Australians overseas",
        "target": "At least 97 per cent of passports processed by Austrade are without administrative errors",
        "latest_result": "Achieved",
        "status": "Achieved",
        "target_source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf",
        "target_source_page": 20,
        "result_source_url": "https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf",
        "result_source_page": 30
      }
    ],
    "document_alignment_terms": {
      "must_support": [
        "We deliver quality trade and investment services to businesses and policy advice to government to grow Australia’s prosperity, including leading on national tourism policy.",
        "Diversification: Broadening trade and investment across markets, sectors and business types",
        "Net zero: Enabling net zero transformation and positioning Australia as a net zero partner of choice",
        "Economic security: Deepening our strategic relationships and economic resilience",
        "First Nations: Supporting equitable economic ownership and growth for First Nations businesses and communities",
        "Visitor economy: Returning the visitor economy to long-term sustainable growth",
        "Trade modernisation: Improving cross-border trade and digital services"
      ],
      "watch_terms": [
        "High level of satisfaction for Austrade’s clients with Austrade’s services",
        "Number of trade outcomes facilitated",
        "EMDG recipients report that the receipt of a grant encouraged them to increase their export promotion activities",
        "Effective contribution to whole-of-government policy development",
        "Effective delivery of consular and passport services to Australians overseas"
      ],
      "avoid_claiming_without_evidence": []
    },
    "review_note": ""
  },
  "strategy_brief_md": "# Australian Trade and Investment Commission (Austrade) — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)\n**Corporate Plan**: [2025-26](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf)\n\n## Our purpose / purposes\n\n> We deliver quality trade and investment services to businesses and policy advice to government to grow Australia’s prosperity, including leading on national tourism policy. [[CP p.4](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=4)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=4)]\n\n## How we deliver\n\n> To achieve our purpose, we will pursue two outcomes through five key activities. These activities are underpinned by whole-of-government strategic priorities and are shaped by emerging trends in our operating context. [[CP p.14](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=14)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=14)]\n\n## Government priorities for this department\n\n- Diversification: Broadening trade and investment across markets, sectors and business types [[CP p.20](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20)]\n- Net zero: Enabling net zero transformation and positioning Australia as a net zero partner of choice [[CP p.20](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20)]\n- Economic security: Deepening our strategic relationships and economic resilience [[CP p.20](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20)]\n- First Nations: Supporting equitable economic ownership and growth for First Nations businesses and communities [[CP p.20](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20)]\n- Visitor economy: Returning the visitor economy to long-term sustainable growth [[CP p.20](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20)]\n- Trade modernisation: Improving cross-border trade and digital services [[CP p.20](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20)]\n\n## Outcomes\n\n### Outcome 1: To contribute to Australia’s economic prosperity by supporting Australian exporters to expand internationally, attracting productive international investment, and growing the visitor economy.\nTo contribute to Australia’s economic prosperity by supporting Australian exporters to expand internationally, attracting productive international investment, and growing the visitor economy. [[CP p.4](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=4)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=4)]\n\n**Key activities:**\n- Supporting Australian businesses to expand through trade advice, connections, support and programs\n- Facilitating high-quality inward foreign investment, and outward investment via the Southeast Asia Investment Deal Teams\n- Conducting global marketing and promotion to create brand awareness, generate demand, and support conversion of leads for trade and investment\n- Leading national visitor economy policy development and implementation, publishing of official tourism statistics through Tourism Research Australia (TRA), and using Austrade’s global network and commercial perspectives on trade and investment to contribute to Government policy development and implementation\n- Helping Australians through the delivery of effective consular services, efficient passport services and practical contingency planning in designated locations, in accordance with the Department of Foreign Affairs and Trade (DFAT) Consular Services and Passports Client Services Charter\n\n### Outcome 2: The protection and welfare of Australians abroad through timely and responsive consular and passport services in specific locations overseas.\nThe protection and welfare of Australians abroad through timely and responsive consular and passport services in specific locations overseas. [[CP p.4](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=4)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=4)]\n\n**Key activities:**\n- Delivering responsive and appropriate consular services to Australian travellers and citizens living overseas, including notarial services, assistance with welfare issues, whereabouts enquiries, arrest or detention matters, deaths and medical emergencies\n- Work collaboratively with DFAT to improve systems access and manage passport requests efficiently and accurately, including processing new passport applications, registering lost or stolen passports, issuing emergency passports and detecting passport fraud\n\n## Values and principles\n\n- Innovation\n- Transparency\n- Generosity of spirit\n- Collaboration\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | High level of satisfaction for Austrade’s clients with Austrade’s services | At least 85 per cent | [CP p.19](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=19)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=19) |\n| CCE02 | Number of trade outcomes facilitated | At least 1,200 | [CP p.19](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=19)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=19) |\n| CCE03 | EMDG recipients report that the receipt of a grant encouraged them to increase their export promotion activities | At least 70 per cent of EMDG recipients to report that receiving a grant encouraged them to increase their export promotion activities | [CP p.19](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=19)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=19) |\n| CCE04 | Effective contribution to whole-of-government policy development | Focus Areas: Tourism Data, Net Zero, Trade Facilitation | [CP p.20](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20) |\n| CCE05 | Effective delivery of consular and passport services to Australians overseas | At least 97 per cent of passports processed by Austrade are without administrative errors | [CP p.20](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf#page=20) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | High level of satisfaction for Austrade’s clients with Austrade’s services | Not achieved | Partially achieved | [AR p.16](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf#page=16)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf#page=16) |\n| CCE02 | Number of trade outcomes facilitated | Achieved | Achieved | [AR p.16](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf#page=16)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf#page=16) |\n| CCE03 | EMDG recipients report that the receipt of a grant encouraged them to increase their export promotion activities | Achieved | Achieved | [AR p.16](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf#page=16)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf#page=16) |\n| CCE04 | Effective contribution to whole-of-government policy development including using Austrade’s commercial insights | Achieved | Achieved | [AR p.16](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf#page=16)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf#page=16) |\n| CCE05 | Effective delivery of consular and passport services to Australians overseas | Achieved | Achieved | [AR p.30](https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf#page=30)(https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf#page=30) |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Australian Trade and Investment Commission (Austrade) - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:58:22.145227+00:00\n**Entity ID**: O-000858\n**Entity type**: Non-corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Foreign Affairs and Trade\n**Website**: http://www.austrade.gov.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 | 1 |\n| corporate-plans | 4 |\n| global-intelligence | 3 |\n| other-pdfs | 1 |\n| pages | 22 |\n\n## Executive Readout\n\n### Purpose\n\n- Our outcomes and key activities\nTo achieve our purpose, Austrade has two core outcomes (set out in the 2022–23 Portfolio Budget Statements and\ndetailed on page 11) and undertakes four key activities:\nOutcomes Outcome 1: Outcome 2:\n1.\n  Source: `corporate-plans/2022-23.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2022-23.pdf)`\n- Our outcomes and key activities\nTo achieve our purpose, Austrade has two core outcomes (set out in the 2023–24 Portfolio Budget Statements and\ndetailed on page 13) and five key activities:\nOutcome 2:\nThe protection\nOutcome 1: and welfare of\nAustralians abroad\nOutcomes Contribute to Australia’s economic prosperity by supporting Australian exporters to though timely and\nexpand internationally, attracting productive international investment, and growing the responsive consular\nvisitor economy and passport\nservices in specific\nlocations overseas\nActivities\n1.\n  Source: `corporate-plans/2023-24.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/corporate-plan-2023-24.pdf)`\n- Figure 2.1 below\nFigure 2.1: Austrade’s outcomes and programs for 2024–25, and the relationship\nbetween Portfolio Budget Statements, the Corporate Plan and Annual\nPerformance Statements\nOutcome 1 Outcome 2\nTo contribute to Australia’s economic The protection\nprosperity by supporting Australian exporters and welfare of\nto expand internationally, attracting productive Australians abroad\ninternational investment, and growing the through timely and\nvisitor economy responsive consular\nand passport\nservices in specific\nlocations overseas\nPortfolio\nBudget\nStatements Program 1.1 Program 1.2 Program 2.1\nSupporting Programs to Consular and\nAustralian support Australian passport services\nexporters to expand exporters to expand\ninternationally, internationally,\nattracting productive attract productive\ninternational international\ninvestment, and investment, and grow\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Enterprise risks Mitigation strategies\nAustrade fails to achieve • Building a positive work culture\n1 our purpose and deliver on through Australian Public Service\ngovernment priorities Values, Code of Conduct and\nAustrade Values\nAustrade’s management of\noperations, including governance, • Ongoing oversight by the CEO,\nbusiness continuity, planning, Executive Committee and second\n2\nrisk management, financial tier committees\nmanagement and staff capability, • Independent advice from the Audit\nis not fit for purpose and Risk Committee\nAustrade does not balance • Strategic planning processes\nthe use of digital tools, or to target resources to support\nappropriately manage personal clients and deliver high-value\nand government information commercial outcomes and\n3\nwhilst meeting mandatory government priorities\ngovernment cyber security • Regular financial and\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n\n### Role and Functions\n\n- [Page 177]\nPGPA Rule Description Requirement Page\nreference\n17AE(1)(b) An outline of the structure of the Portfolio N/A\nportfolio of the entity. departments –\nmandatory\n17AE(2) Where the outcomes and programs If applicable, N/A\nadministered by the entity differ from mandatory\nany Portfolio Budget Statement,\nPortfolio Additional Estimates\nStatement or other portfolio estimates\nstatement that was prepared for the\nentity for the period, include details of\nvariation and reasons for change.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Our outcomes and key activities\nTo achieve our purpose, Austrade has two core outcomes (set out in the 2022–23 Portfolio Budget Statements and\ndetailed on page 11) and undertakes four key activities:\nOutcomes Outcome 1: Outcome 2:\n1.\n  Source: `corporate-plans/2022-23.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2022-23.pdf)`\n- Our outcomes and key activities\nTo achieve our purpose, Austrade has two core outcomes (set out in the 2023–24 Portfolio Budget Statements and\ndetailed on page 13) and five key activities:\nOutcome 2:\nThe protection\nOutcome 1: and welfare of\nAustralians abroad\nOutcomes Contribute to Australia’s economic prosperity by supporting Australian exporters to though timely and\nexpand internationally, attracting productive international investment, and growing the responsive consular\nvisitor economy and passport\nservices in specific\nlocations overseas\nActivities\n1.\n  Source: `corporate-plans/2023-24.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/corporate-plan-2023-24.pdf)`\n- The Foreign Affairs and Trade Portfolio\nBudget Statements 2024–25 identify\nCorporate Plan\nthe outcomes, associated programs\nUnder the Australian Trade and and performance measures used to\nInvestment Commission Act 1985 assess Austrade’s performance.\n(Austrade Act) and the Public In 2024–25, Austrade had 2 outcomes\nGovernance, Performance and that were linked to 3 specific programs\nAccountability (PGPA) Rule 2014, (Figure 2.1).\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- [pages 17,18,19,20,21]\ngainst the agency’s\nAustrade’s primary planning document.\npurpose (as stated in the Corporate\nAustrade’s Corporate Plan sets out Plan) and performance measures\nstrategies for achieving our purpose (as set out in the Austrade Portfolio\nover the next 4 years and explains how Budget Statements 2024–25 and the\nwe will measure our achievements.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Figure 2.1 below\nFigure 2.1: Austrade’s outcomes and programs for 2024–25, and the relationship\nbetween Portfolio Budget Statements, the Corporate Plan and Annual\nPerformance Statements\nOutcome 1 Outcome 2\nTo contribute to Australia’s economic The protection\nprosperity by supporting Australian exporters and welfare of\nto expand internationally, attracting productive Australians abroad\ninternational investment, and growing the through timely and\nvisitor economy responsive consular\nand passport\nservices in specific\nlocations overseas\nPortfolio\nBudget\nStatements Program 1.1 Program 1.2 Program 2.1\nSupporting Programs to Consular and\nAustralian support Australian passport services\nexporters to expand exporters to expand\ninternationally, internationally,\nattracting productive attract productive\ninternational international\ninvestment, and investment, and grow\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n\n### Strategic Priorities\n\n- Our key strategic risks and mitigations\nNumber Enterprise risks Mitigation strategies\nAustrade service strategies and policy advice do not • Building a positive work\nalign with the needs or expectations of Australian culture through Australian\n1\nbusinesses, international investors, Government, key Public Service Values, Code\nstakeholders and Australian citizens. of Conduct and Austrade\nValues\nAustrade fails to rapidly align resources and staff\n• Ongoing oversight\n2 capabilities to support strategic priorities and key\nby the CEO and\ndeliverables.\n  Source: `corporate-plans/2022-23.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2022-23.pdf)`\n- Our key strategic risks and mitigations\nNumber Enterprise risks Mitigation strategies\n1 Austrade service strategies and policy advice do not • Building a positive work\nalign with the needs or expectations of Australian culture through Australian\nbusinesses, international investors, Government, Public Service Values, Code\nkey stakeholders and Australian citizens. of Conduct and Austrade\nValues\n2 Austrade fails to rapidly align resources and staff\n• Ongoing oversight\ncapabilities to support strategic priorities and key\nby the CEO and\ndeliverables.\n  Source: `corporate-plans/2023-24.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/corporate-plan-2023-24.pdf)`\n- Our outcomes and key activities\nTo achieve our purpose, Austrade has two outcomes (set out in the 2024–25 Portfolio Budget\nStatements) and five key activities:\nOutcome 1: Outcome 2:\nContribute to Australia’s economic prosperity by supporting The protection and welfare\nAustralian exporters to expand internationally, attracting productive of Australians abroad through\nOutcomes\ninternational investment, and growing the visitor economy timely and responsive consular\nand passport services in\nspecific locations overseas\nActivities\nTrade Investment Promotion Policy, Programs and Consular and passport services\nOfficial Tourism Statistics\nWhole-of-government priorities Our capabilities\nAustrade’s activities are underpinned by our contribution We are focused on ensuring our people\nto government priorities, including: have the right skills and support.\n  Source: `corporate-plans/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2024-25.pdf)`\n- [Page 3]\nContents\nCEO’s introduction 04 Our priorities 11\nOur purpose 05 Our capabilities 16\nSummary 06 Performance 18\nOur locations 07 Key agency risks 22\nOur operating context 08\nDisclaimer Copyright © Commonwealth of Australia 2022\nThis document has been prepared by the Commonwealth of\nAustralia represented by the Australian Trade and Investment\nCommission (Austrade).\n  Source: `corporate-plans/2022-23.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2022-23.pdf)`\n- Our outcomes and key activities\nTo achieve our purpose, Austrade has two core outcomes (set out in the 2022–23 Portfolio Budget Statements and\ndetailed on page 11) and undertakes four key activities:\nOutcomes Outcome 1: Outcome 2:\n1.\n  Source: `corporate-plans/2022-23.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2022-23.pdf)`\n- [pages 11,12,13]\niorities\nTo achieve our purpose, we will pursue two outcomes\nthrough four key activities and seven priorities.\n  Source: `corporate-plans/2022-23.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2022-23.pdf)`\n- Our outcomes and key activities\nTo achieve our purpose, Austrade has two core outcomes (set out in the 2023–24 Portfolio Budget Statements and\ndetailed on page 13) and five key activities:\nOutcome 2:\nThe protection\nOutcome 1: and welfare of\nAustralians abroad\nOutcomes Contribute to Australia’s economic prosperity by supporting Australian exporters to though timely and\nexpand internationally, attracting productive international investment, and growing the responsive consular\nvisitor economy and passport\nservices in specific\nlocations overseas\nActivities\n1.\n  Source: `corporate-plans/2023-24.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/corporate-plan-2023-24.pdf)`\n- [Page 3]\nContents\nCEOs introduction 02\nOur purpose 04\nSummary 05\nOur locations 06\nOur operating context 07\nOur key activities 12\nOur capabilities 16\nPerformance 18\nGovernance and key agency risks 21\nDisclaimer Copyright © Commonwealth of Australia 2024\nThis document has been prepared by the Commonwealth of\nAustralia represented by the Australian Trade and Investment\nCommission (Austrade).\n  Source: `corporate-plans/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2024-25.pdf)`\n- Domestic\nsentiment was 27.7% positive, 68.2%\nAustrade successfully pitched stories\nneutral, and 4.1% negative.\non its programs and services, client\nsuccesses and opportunities in Domestically, the most engaged stories\npriority markets throughout 2024– centred around the return of lobster\n25, including to ABC Landline, the and wine exports to China, the new\nNational Indigenous Times, and major Adelaide Zoo pandas, opportunities for\nmetropolitan newspapers and radio. international students, and agricultural\nexports – including Australian mangoes\nAustrade and TRA were mentioned\nand avocados, a perennial favourite.\nmore than 13,900 times in domestic and\ninternational media, with a cumulative\n71 Australian Trade and Investment Commission Annual Report 2024–25\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Enterprise risks Mitigation strategies\nAustrade fails to achieve • Building a positive work culture\n1 our purpose and deliver on through Australian Public Service\ngovernment priorities Values, Code of Conduct and\nAustrade Values\nAustrade’s management of\noperations, including governance, • Ongoing oversight by the CEO,\nbusiness continuity, planning, Executive Committee and second\n2\nrisk management, financial tier committees\nmanagement and staff capability, • Independent advice from the Audit\nis not fit for purpose and Risk Committee\nAustrade does not balance • Strategic planning processes\nthe use of digital tools, or to target resources to support\nappropriately manage personal clients and deliver high-value\nand government information commercial outcomes and\n3\nwhilst meeting mandatory government priorities\ngovernment cyber security • Regular financial and\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- For the policy either equalled or exceeded the\nperformance measure, Austrade’s focus performance target, or the activity\nareas were net zero, economic security was completed\nand the visitor economy. • Partially achieved – actual outcome\nis within 5% (or percentage\nIn an increasingly interconnected global\npoints where applicable) of the\neconomy, Austrade’s role in advancing\nperformance target, or activity was\nAustralia’s economic prosperity\nsubstantially completed\nthrough international trade, productive\ninvestment, and a sustainable visitor • Not achieved – actual outcome\neconomy remained pivotal in 2024–25. is more than 5% (or percentage\nThe operating environment was marked points where applicable) below the\nby easing inflationary pressures, performance target, or activity was\ncounterbalanced by trade tensions and not completed.\ndisruptions to global supply chains.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- High level of satisfaction for Austrade’s clients with\nPerformance measure 1 Austrade’s services\nMethodology Assessment of client experience through the Client\nExperience Survey\nTarget At least 85%\nData sources Survey run by an independent third party over 2 survey\nwaves, measuring client satisfaction based on client\ninteractions finalised between July to December 2024\nand January to June 2025\nReferences • Corporate Plan 2024–25: Activity 1 (Trade), page 19\n• PBS 2024–25: Outcome 1, Program 1.1, page 80\nPerformance achieved Not achieved\n79% of Austrade’s clients were satisfied with\nAustrade’s services.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Performance measure 4 Number of investment outcomes facilitated\nMethodology Austrade measures the number of international inward\ninvestment opportunities to which it has contributed\nthat will result in tangible commercial investments in\nAustralia (investment outcomes)\nTarget At least 110 investment outcomes\nData sources Client Relationship Management (CRM) from investor\nnotification\nReference • Corporate Plan 2024–25: Activity 2 (Investment),\npage 19\nPerformance achieved Achieved\nAustrade facilitated 127 investment outcomes in\n2024–25.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Performance measure 2 Number of trade outcomes facilitated\nMethodology Austrade measures the number of commercial export\nresults (trade outcomes) achieved by Austrade clients\nwhile working with Austrade across the financial year\nTarget At least 1,200 outcomes\nData sources Client Relationship Management (CRM) system entry\nfrom client notification\nReference • Corporate Plan 2024–25: Activity 1 (Trade), page 19\nPerformance achieved Achieved\nAustrade supported Australian businesses to achieve\n2,017 trade outcomes in 2024–25.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- In 2024–25, more than 228,000 of users reflects Austrade’s focus on\nusers benefited from the toolkit, and supporting more Australian businesses\nmore than 1,800 personalised accounts through digital services.\nwere created – a feature launched in\nEMDG recipients report that the receipt of a grant\nencouraged them to increase their export promotion\nPerformance measure 3 activities\nMethodology Assessment of client experience through the Client\nExperience Survey\nTarget At least 70% of EMDG recipients to report that\nreceiving a grant encouraged them to increase their\nexport promotion activities\nData sources Survey run by an independent third party over 2 survey\nwaves, measuring client experience based on client\ninteractions finalised between July to December 2024\nand January to June 2025\nReference • Corporate Plan 2024–25: Activity 1 (Trade), page 19\n• PBS 2024–25: Outcome 1, Program 1.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Effective contribution to whole-of-government policy\ndevelopment including using Austrade’s commercial\nPerformance measure 5 insights\nMethodology Austrade assesses performance by internal\nassessment and case studies from program areas\nTarget Focus areas: net zero, economic security and the\nvisitor economy\nData sources Case studies from Austrade program areas\nReference • Corporate Plan 2024–25: Activity 3 (Policy,\nPrograms and Official Tourism Statistics), page 20\nPerformance achieved Achieved\nThrough case studies, Austrade has demonstrated its\neffective contribution to whole-of-government policy\ndevelopment including using Austrade’s commercial\ninsights in 2024–25.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Effective delivery of consular and passport services to\nPerformance measure 6 Australians overseas\nMethodology Austrade measures the number of passports\nprocessed by Austrade without administrative errors\nTarget At least 97% of passports processed by Austrade are\nwithout administrative errors\nData sources DFAT Passport and Consular Information System\ndatabases\nReference • Corporate Plan 2024–25: Activity 4 (Consular and\npassport services), page 20\n• PBS 2024–25: Outcome 2, Program 2.1, page 84\nPerformance achieved Achieved\nAustrade processed 99.8% of passports without\nadministrative errors in 2024–25.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Table 2.1: Summary of performance results, 2024–25\nOutcome Performance measure Target Result\nOutcome 1: 1.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Targets\nPerformance measures 2025–26 2026–27 2027–28 2028–29 Source\nHigh level of satisfaction\nfor Austrade’s clients with Survey\nAustrade’s services At least 85 per cent\nCustomer\nAt least At least At least At least Relationship\nNumber of trade\n1200 1200 1200 1200 Management (CRM)\noutcomes facilitated3\noutcomes outcomes outcomes outcomes system entry from\nclient notification\nEMDG recipients report\nthat the receipt of a At least 70 per cent of EMDG recipients to report that\ngrant encouraged them receiving a grant encouraged them to increase their Survey\nto increase their export export promotion activities\npromotion activities\nInvestment\nThe table below outlines Austrade’s investment performance measure and the associated\ntarget, which will remain constant from 2025–26 to 2028–29.\n  Source: `corporate-plans/2025-26.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf)`\n- [pages 21,22,23,24]\nt, and a sustainable visitor • Not achieved – actual outcome\neconomy remained pivotal in 2024–25. is more than 5% (or percentage\nThe operating environment was marked points where applicable) below the\nby easing inflationary pressures, performance target, or activity was\ncounterbalanced by trade tensions and not completed.\ndisruptions to global supply chains.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Consular and passport services\nThe table below outlines Austrade’s consular and passport services performance measure, and\nthe associated target that will remain constant from 2025–26 to 2028–29.\n  Source: `corporate-plans/2025-26.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf)`\n- [Page 24]\nFigure 2.2: Percentage of clients satisfied with Austrade services,\n2021–22 to 2024–25\nAustrade’s 2024–25 overall client Key themes of positive client feedback\nsatisfaction result of 79% was below provided through the survey were\nthe target of 85%; however, it was the level of expertise of Austrade’s\nan improvement compared to the international network, the quality of\n2023–24 result of 78%.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- The strong result for\nleast 1,200 trade outcomes by 68%.\nthe value of trade outcomes, which\n1 The ‘value of trade outcomes’ is the total dollar value of the commercial export results that Austrade’s\nclients have achieved with Austrade’s support, as measured through (1) their export sales; (2)\ncontracts or tenders they have won; or (3) the growth in their annual sales during the period Austrade\nprovided them with services.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Austrade\ndecrease in administrative errors from achieved this target in 2024–25,\n2023–24, where 126 of the 16,202 with 99.8% of passports processed\npassports processed by Austrade had accurately.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $2.459 million, $6.004 million, 2.459 million, 6.004 million | Refer to (g) below for\namounts withheld for each Appropriation and Supply Act included in annual appropriations.\n(b) PGPA Act section 74 receipts include GST refunds from the Australian Taxation Office of $2.459 million. (2024:\n$6.004 million)\n(c) Includes no win no loss funding adjustments.\n(d) Variances in appropriation may result from using prior year non-lapsed appropriations to fund operating, capital\nand equity expenditure incurred in the c | `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)` |\n| $162.3 million, $117.6 million, 162.3 million, 117.6 million | Assets totalled\n$162.3 million, with liabilities totalling\nIn 2024–25, Austrade continued\n$117.6 million, including lease liabilities,\nto maintain an effective financial\nemployee provisions and supplier\nmanagement framework and achieved\naccruals. | `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)` |\n| $267.9 million, $271.9 million, $32.5 million, $28.9 million, 267.9 million, 271.9 million | We are a non- During 2024–25 Austrade recognised\ncorporate Commonwealth entity under $267.9 million (2023–24: $271.9 million)\nthe Public Governance, Performance and in departmental appropriations from\nAccountability Act 2013, and a statutory government and secured an additional\nagency under the Public Service Act $32.5 million (2023–24: $28.9 million)\n1999. | `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)` |\n| $29.2 billion, $1.1 billion, $21.5 billion, $6.6 billion, 97.1 million, 9.9 million | 97.1 million nights\n(14% of total)\nIncreasing the accessibility of tourism\n• International:\noptions to people with disability or\n9.9 million (3%)\nlong-term health conditions is an\n• Domestic overnight:\nimportant societal goal, along with 87.2 million (22%)\nmaking good business sense as a\nsource of potential revenue and growth $29.2 billion (17% of total)\nfor the tourism industry. • International:\n$1.1 billion (3.2%)\n• Domestic overnight:\nNational | `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)` |\n| $0.092 million, $0.455 million, 0.092 million, 0.455 million | Supplier expenses\n2025 2024\n$'000 $'000\nSupplier expenses\nGoods and Services\nConsultants and contractors 20,078 28,289\nPublicity and promotions 17,488 13,006\nCommunications and information technology 10,040 10,967\nOffice costs 8,018 8,550\nNon-lease property related 7,008 6,592\nTravel 7,881 6,180\nTradeStart services 2,580 2,392\nTraining 962 1,474\nSeminars and workshops 1,304 1,071\nShort-term and low value leases1 5,408 5,870\nWorkers compensation e | `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)` |\n| 85 per cent, 70 per cent | Targets\nPerformance measures 2025–26 2026–27 2027–28 2028–29 Source\nHigh level of satisfaction\nfor Austrade’s clients with Survey\nAustrade’s services At least 85 per cent\nCustomer\nAt least At least At least At least Relationship\nNumber of trade\n1200 1200 1200 1200 Management (CRM)\noutcomes facilitated3\noutcomes outcomes outcomes outcomes system entry from\nclient notification\nEMDG recipients report\nthat the receipt of a At least 70 per cent of EMD | `corporate-plans/2025-26.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf)` |\n| $166 billion, 166 billion | Prioritising the economic growth of First The THRIVE 2030 interim target of\nNations businesses and communities $166 billion in total visitor economy spend by\nAustrade is committed to supporting more 2024 has already been comfortably achieved. | `corporate-plans/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2024-25.pdf)` |\n\n## Key Achievements\n\n- Quality Tourism Framework (QTF) Grant Program\nAmount Ambition Highlights\n$8m over 4 years Improving the QTF, 800 new businesses completed\nto 2025–26. an online tourism QTF accreditation between grant\nProgram ends accreditation program commencement and 31 March\nJune 2026. delivered by state 2025.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Austrade\nthe visitor economy.\nrepresentatives in Australia and India\nalso engaged deeply to ensure that the The Final Implementation Report\nassessment of opportunities within the from the Recovery Phase highlights\nRoadmap were informed by Austrade’s the achievements and progress made\nleading role supporting and engaging exceeding the $166 billion target for\nwith Australian exporters and Indian visitor spend by $45 billion.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Latest annual report\nRead the\nAustrade Annual Report 2024-25 (PDF 9.5MB)\nHighlights from 2024-25\nSupporting exporters to diversify and expand internationally:\n37,225\ntrade services to\n6,010\nclients\n2,015\nexport deals worth\n$7bn\nin initial value\n899\ntrade outcomes to Southeast Asia and South Asia, worth\n$2.3bn\nin initial value\n165,283\nGo Global Toolkit services\n12,200+\nclients assisted via the Export Market Development Grants (EMDG) program\n#9\nNation Brand ranking\nFacilitating productive and high-quality inward and outward investment:\n127\ninvestment outcomes\n$7.2bn\ntotal investment value\n11,392 jobs\ncreated and protected\n$1.3bn\ninvestment in critical technology projects\n$4.9bn\ninvestment in net zero projects\nSupporting the visitor economy to grow sustainably long-term:\n$214.2bn\nvisitor spend, including\n$79.3bn\nspend in regional areas\n62\nTHRIVE 2030 strategic actions actioned\n$7.0m\n  Source: `pages/annual-reports-index.html (https://www.austrade.gov.au/en/about-austrade/governance/annual-report)`\n- Faced with program, which continues to provide\nan evolving situation, Austrade has support to Australian small-to-\nsupported Australian exporters medium enterprise exporters and\nto respond, including by assisting their representative bodies\nbusinesses to take advantage of\n• Facilitating investment that\nemerging opportunities in key markets\nsupports Australia’s economic\nand sectors.\nsecurity and net zero ambitions,\nThroughout the year we continued to including via the Southeast Asia\ndeliver our core purpose: delivering Investment Deal Teams, and\nhigh-quality trade and investment contributing to delivery of the\nservices to businesses; providing policy Government’s Future Made in\nadvice to government; and leading on Australia agenda\nnational tourism policy advice.\n• Leveraging Australia’s nation brand\nMajor achievements in 2024–25 to maximise Australia’s unique value\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- [pages 17,18,19,20,21]\ngainst the agency’s\nAustrade’s primary planning document.\npurpose (as stated in the Corporate\nAustrade’s Corporate Plan sets out Plan) and performance measures\nstrategies for achieving our purpose (as set out in the Austrade Portfolio\nover the next 4 years and explains how Budget Statements 2024–25 and the\nwe will measure our achievements.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- [pages 21,22,23,24]\nt, and a sustainable visitor • Not achieved – actual outcome\neconomy remained pivotal in 2024–25. is more than 5% (or percentage\nThe operating environment was marked points where applicable) below the\nby easing inflationary pressures, performance target, or activity was\ncounterbalanced by trade tensions and not completed.\ndisruptions to global supply chains.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- 17% of the total trade value for\n2024–25\nTrade services we delivered to achieve\n• Americas: 299 outcomes valued at these results\n$1.6 billion, representing 23% of the Austrade achieved these results\ntotal trade value for 2024–25 by delivering 37,255 trade services\n• Mainland China, Hong Kong & in the form of advice, connections\nTaiwan: 296 outcomes valued at or support to 6,010 unique clients.\n$1.3 billion, representing 19% of the Specifically, Austrade helped clients\ntotal trade value for 2024–25 achieve commercial outcomes by\ndrawing on Austrade’s commercial\n• South Asia: 262 outcomes values at\nknowledge, international networks,\n$1.1 billion, representing 16% of the\nrelationships and connections with\ntotal trade value for 2024–25.\ninternational customers, investors\nThe high outcome value and volume of and decision makers.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- By comparison,\ntrade outcomes achieved in Southeast Austrade delivered more than 35,000\nAsia and South Asia demonstrate trade services to 6,878 unique clients\nAustrade’s focus on supporting in 2023–24.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Austrade delivered 127 outcomes in Reinvestment (where a foreign\n2024–25, against a target of 110, company expands or improves its\nwith a total investment value2 of existing business presence in Australia)\n$7.2 billion.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- [Page 42]\nIn addition to supporting 28 key events, Austrade delivered 7 business missions as\npart of SEABX in the 2024–25 financial year:\nSector focus Location Date\nDigital economy Thailand August 2024\nEducation and skills Indonesia and Vietnam September 2024\nGreen economy Thailand October 2024\nDigital economy Malaysia and Singapore October 2024\nDigital economy The Philippines February 2025\nEducation and skills Thailand and Cambodia March 2025\nGreen economy Malaysia June 2025\nIn 2024–25, Austrade serviced more businesses than ever before in\nSoutheast Asia, and achieved significant results:\n2,122 $1.2bn\n637\nAustralian exporters Initial value of\nExport deals\nsupported export deals\nHumpty Doo Barramundi Farm, NT\n35 Australian Trade and Investment Commission Annual Report 2024–25\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- The report highlights key outcomes under each of the 7 priority pillars, including:\n• Establishing the First Nations Visitor Economy Partnership to support greater\nFirst Nations participation and economic opportunities in the visitor economy\n• Delivery of the National Sustainability Framework for the visitor economy and the\nSustainable Tourism Toolkit to help tourism businesses become more sustainable\n• Delivery of the WELCOME Framework, which provides practical advice to make\ntourism businesses more accessible and inclusive\n• Addressing workforce challenges, including through the $7.5 million Choose\nTourism Grant Program to attract workers to the tourism industry (delivered in\npartnership with states and territories)\n• Driving domestic and international visitation, underpinned by Tourism Australia’s\nCome and Say G’day international marketing campaign and associated trade\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- The achievements of the Recovery Phase demonstrate the power of collaboration and\ncoordination between Austrade and partners’ policy work.\n‘Every sector of the travel industry is\na little different’, says Brett Jardine,\nManaging Director of the Council of\nAustralian Tour Operators. ‘Having a\ngovernment-led strategy delivered by\nAustrade has helped a wide range of\nstakeholders from across travel and\ntourism to understand that we all\nTourism Ministers and Senior Officials at the Tourism have a role to play in supporting\nMinister’s Meeting in Adelaide, 21 March 2025 our industry.’\n59 Australian Trade and Investment Commission Annual Report 2024–25\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 93]\nFinancial management\nand business assurance\nAustrade manages its assets and Significant issues relating\nfinancial resources to support its to non-compliance with\noperations by maintaining: the finance law\n• an effective system of management Annual reports must include a\nand internal controls statement of any significant issues\nthat have been reported to the\n• accounting, treasury and\nresponsible minister under paragraph\ntaxation services\n19(1)(e) of the PGPA Act 2013, which\n• procurement systems and processes relate to non-compliance with the\nthat achieve value for money finance law in relation to the entity.\n• business systems and processes that Austrade had no significant issues to\nsupport sound financial performance report to its Minister in relation to non-\ncompliance with the finance law during\n• information to enhance decision-\n2024–25.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- The global economy continues to Australia’s economy remains resilient\nface geopolitical and monetary Australian businesses continue to demonstrate\npolicy challenges their resilience through their flexibility in adapting\nbusiness models, transforming processes, and\nThe global trading environment continues to be\nexpanding into new markets.\nchallenged by geopolitical tensions and tighter\nfinancial conditions, with some major economies at In Australia, inflation is moderating as global price\nrisk of recession or low economic growth over the shocks and supply constraints continue to ease and\nnext year. is expected to return to the target rate of 2-3% by\n2024-25.\n  Source: `corporate-plans/2023-24.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/corporate-plan-2023-24.pdf)`\n- [Page 82]\nFigure 3.1: Austrade’s governance committee structure, at 30 June 2025\nMinister for Trade\nand Tourism\nAssistant\nMinister for\nTourism\nChief Executive Officer\nExecutive Committee Audit and Risk Committee\nDarwin, NT\n75 Australian Trade and Investment Commission Annual Report 2024–25\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- [Page 86]\nTable 3.1: Austrade’s Audit and Risk Committee, 2024–25\nNumber of Total annual\nCommittee Qualifications, knowledge, meetings remuneration\nmember skills and experience attended (AUD)\nJennifer Clark Ms Clark has an extensive 5 of 5 $39,970(a)\n(Chair) background in business and\ngovernance through a career\nas an investment banker and as\na non-executive director since\n1991.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Enterprise risks Mitigation strategies\nAustrade fails to achieve • Building a positive work culture\n1 our purpose and deliver on through Australian Public Service\ngovernment priorities Values, Code of Conduct and\nAustrade Values\nAustrade’s management of\noperations, including governance, • Ongoing oversight by the CEO,\nbusiness continuity, planning, Executive Committee and second\n2\nrisk management, financial tier committees\nmanagement and staff capability, • Independent advice from the Audit\nis not fit for purpose and Risk Committee\nAustrade does not balance • Strategic planning processes\nthe use of digital tools, or to target resources to support\nappropriately manage personal clients and deliver high-value\nand government information commercial outcomes and\n3\nwhilst meeting mandatory government priorities\ngovernment cyber security • Regular financial and\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Austrade’s Governance Committee Structure, at 30 June 2023:\nMinister for Trade\nand Tourism\nChief Executive Officer\nExecutive Committee Audit and Risk Committee\nAustrade Corporate Plan 2023-24 22\n  Source: `corporate-plans/2023-24.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/corporate-plan-2023-24.pdf)`\n- Executive Committee\n• Independent advice\n3 Austrade’s management of operations including\nfrom the Audit and\ngovernance, business continuity, planning, risk\nRisk Committee\nmanagement, financial management and staff\ncapability is not fit for purpose. • Regular financial and\nperformance reporting\n4 Austrade does not balance the use of digital\n• Application of risk\ntools with appropriately managing personal and\nmanagement, auditing,\nGovernment information, whilst meeting mandatory\nand reviews\ngovernment cyber security or information\nmanagement requirements. • Close engagement with our\nclients and stakeholders\nto support the design and\n5 Austrade’s operations and activities do not meet\ndelivery of services\nlegal and regulatory obligations or standards.\n• Effective Governance,\n6 Austrade’s internal culture and behaviour do not Security, Work, Health\n  Source: `corporate-plans/2023-24.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/corporate-plan-2023-24.pdf)`\n- Austrade’s Governance Committee Structure, at 30 June 2024:\nMinister for Trade\nand Tourism\nChief Executive Officer\nExecutive Committee Audit and Risk Committee\nAustrade Corporate Plan 2024-25 21\n  Source: `corporate-plans/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2024-25.pdf)`\n- Austrade’s Governance Committee Structure, at 30 June 2025:\nMinister for Trade\nand Tourism\nChief Executive Officer\nExecutive Board Audit and Risk Committee\nAustrade Corporate Plan 2025–26 21\n  Source: `corporate-plans/2025-26.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf)`\n- Executive Committee\nAustrade’s management of operations including • Independent advice\ngovernance, business continuity, planning, risk from the Audit and\n3\nmanagement, financial management and staff Risk Committee\ncapability is not fit for purpose.\n• Regular financial and\nperformance reporting\nAustrade does not balance the use of digital\ntools with appropriately managing personal and • Application of risk\n4 Government information, whilst meeting mandatory management, auditing,\ngovernment cyber security or information and reviews\nmanagement requirements.\n• Close engagement with our\nclients and stakeholders\nAustrade’s operations and activities do not meet legal\n5 to support the design and\nand regulatory obligations or standards.\ndelivery of services\nAustrade’s internal culture and behaviour do not align\n• Effective Governance,\nwith organisational values, foster ethical behaviour,\n  Source: `corporate-plans/2022-23.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2022-23.pdf)`\n- For the policy either equalled or exceeded the\nperformance measure, Austrade’s focus performance target, or the activity\nareas were net zero, economic security was completed\nand the visitor economy. • Partially achieved – actual outcome\nis within 5% (or percentage\nIn an increasingly interconnected global\npoints where applicable) of the\neconomy, Austrade’s role in advancing\nperformance target, or activity was\nAustralia’s economic prosperity\nsubstantially completed\nthrough international trade, productive\ninvestment, and a sustainable visitor • Not achieved – actual outcome\neconomy remained pivotal in 2024–25. is more than 5% (or percentage\nThe operating environment was marked points where applicable) below the\nby easing inflationary pressures, performance target, or activity was\ncounterbalanced by trade tensions and not completed.\ndisruptions to global supply chains.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- The ARC operates in accordance with section 45 of the Public Governance,\nPerformance and Accountability Act 2013 and section 17 of the Public\nGovernance, Performance and Accountability Rule 2014, as articulated in its\ncharter, which is available at https://www.austrade.gov.au/en/about-austrade/\ngovernance/audit-and-risk-committee-charter.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- [Page 3]\nContents\nCEO’s introduction 04 Our priorities 11\nOur purpose 05 Our capabilities 16\nSummary 06 Performance 18\nOur locations 07 Key agency risks 22\nOur operating context 08\nDisclaimer Copyright © Commonwealth of Australia 2022\nThis document has been prepared by the Commonwealth of\nAustralia represented by the Australian Trade and Investment\nCommission (Austrade).\n  Source: `corporate-plans/2022-23.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2022-23.pdf)`\n- [Page 3]\nContents\nCEOs introduction 02\nOur purpose 04\nSummary 05\nOur locations 06\nOur operating context 07\nOur key activities 12\nOur capabilities 16\nPerformance 18\nGovernance and key agency risks 21\nDisclaimer Copyright © Commonwealth of Australia 2024\nThis document has been prepared by the Commonwealth of\nAustralia represented by the Australian Trade and Investment\nCommission (Austrade).\n  Source: `corporate-plans/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2024-25.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Enterprise risks Mitigation strategies\nAustrade fails to achieve • Building a positive work culture\n1 our purpose and deliver on through Australian Public Service\ngovernment priorities Values, Code of Conduct and\nAustrade Values\nAustrade’s management of\noperations, including governance, • Ongoing oversight by the CEO,\nbusiness continuity, planning, Executive Committee and second\n2\nrisk management, financial tier committees\nmanagement and staff capability, • Independent advice from the Audit\nis not fit for purpose and Risk Committee\nAustrade does not balance • Strategic planning processes\nthe use of digital tools, or to target resources to support\nappropriately manage personal clients and deliver high-value\nand government information commercial outcomes and\n3\nwhilst meeting mandatory government priorities\ngovernment cyber security • Regular financial and\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- The Australia-India Business Exchange\n(AIBX), the Future Skills Initiative, and Key initiatives included:\nClean Energy India Market Festival of\nMission Update Roadshow Australia\nIndia Australia 12 cities across South\nJuly 2024 December 2024 Asia – November 2024,\nMarch & June 2025\nAustralia’s largest A nationwide roadshow A high-profile, multi-\never clean-energy across all Australian city program that\ndelegation to India capital cities to provide showcased Australia’s\n– Energy Storage insights into emerging quality education, and\nWeek – featured opportunities in India premium food and\na Team Australia beverage offerings\n22 focused sessions\npavilion, site visits and\nattended by 300+ 38 unique agrifood\npitch sessions\nexporters exporters profiled\nAttended by and more than 30\n60 delegates Australian universities,\nrepresenting 41 VET and ancillary\nAustralian businesses service providers\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Executive Committee\n• Independent advice\n3 Austrade’s management of operations including\nfrom the Audit and\ngovernance, business continuity, planning, risk\nRisk Committee\nmanagement, financial management and staff\ncapability is not fit for purpose. • Regular financial and\nperformance reporting\n4 Austrade does not balance the use of digital\n• Application of risk\ntools with appropriately managing personal and\nmanagement, auditing,\nGovernment information, whilst meeting mandatory\nand reviews\ngovernment cyber security or information\nmanagement requirements. • Close engagement with our\nclients and stakeholders\nto support the design and\n5 Austrade’s operations and activities do not meet\ndelivery of services\nlegal and regulatory obligations or standards.\n• Effective Governance,\n6 Austrade’s internal culture and behaviour do not Security, Work, Health\n  Source: `corporate-plans/2023-24.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/corporate-plan-2023-24.pdf)`\n- To continue enabling our team to\n2022-25 to empower Austraders and\ndeliver commercial outcomes and support\nachieve our BRAVE goals for belonging,\nthe resilience and growth of Australia’s\nreputation, accountability, values and\neconomy, our focus areas for 2024-25 are:\nbehaviours, and equity.\n  Source: `corporate-plans/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2024-25.pdf)`\n- Executive Committee\nAustrade’s management of operations including • Independent advice\ngovernance, business continuity, planning, risk from the Audit and\n3\nmanagement, financial management and staff Risk Committee\ncapability is not fit for purpose.\n• Regular financial and\nperformance reporting\nAustrade does not balance the use of digital\ntools with appropriately managing personal and • Application of risk\n4 Government information, whilst meeting mandatory management, auditing,\ngovernment cyber security or information and reviews\nmanagement requirements.\n• Close engagement with our\nclients and stakeholders\nAustrade’s operations and activities do not meet legal\n5 to support the design and\nand regulatory obligations or standards.\ndelivery of services\nAustrade’s internal culture and behaviour do not align\n• Effective Governance,\nwith organisational values, foster ethical behaviour,\n  Source: `corporate-plans/2022-23.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2022-23.pdf)`\n- Our priorities are:\n• Service Excellence • People and Leadership • Diversity, inclusion\n• Developing our People • Technology and wellbeing\nOur Values\nInnovation Transparency Generosity of Spirit Collaboration\nAustrade Corporate Plan 2025–26 5\n  Source: `corporate-plans/2025-26.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf)`\n- We are a non- During 2024–25 Austrade recognised\ncorporate Commonwealth entity under $267.9 million (2023–24: $271.9 million)\nthe Public Governance, Performance and in departmental appropriations from\nAccountability Act 2013, and a statutory government and secured an additional\nagency under the Public Service Act $32.5 million (2023–24: $28.9 million)\n1999.\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf)`\n- Grants Act 1997, which provides for\nthe Export Market Development\nGrants program, the government’s Grants\nprincipal export market-assistance\nInformation on grants awarded by\nprogram, which is administered\nAustrade during 2024–25 is available\nby Austrade\non the GrantConnect website,\n• The Public Governance, Performance grants.gov.au.\nand Accountability Act 2013, which\nprovides the framework for the\nJudicial decisions,\nproper management of public money\nand decisions of\nand property\nadministrative tribunals\n• The Public Service Act 1999, which and the Australian\ngoverns the establishment and Information Commissioner\noperation of, and employment in, the\nDuring the reporting period, there\nAustralian Public Service\nwere no judicial decisions or reviews by\n• The Public Interest Disclosure Act outside bodies that had a significant\n  Source: `annual-reports/2024-25.pdf (https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.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/2022-23.pdf` - corporate-plans - https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2022-23.pdf\n- `corporate-plans/2023-24.pdf` - corporate-plans - https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/corporate-plan-2023-24.pdf\n- `corporate-plans/2024-25.pdf` - corporate-plans - https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2024-25.pdf\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf\n- `pages/about.html` - pages - http://www.austrade.gov.au/en/about-austrade\n- `pages/annual-reports-index.html` - pages - https://www.austrade.gov.au/en/about-austrade/governance/annual-report\n- `pages/annual-reports-index__00.html` - pages - https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-annual-report-2024-25.pdf\n- `pages/contact.html` - pages - http://www.austrade.gov.au/en/contact-us\n- `pages/corporate-plans-index.html` - pages - https://www.austrade.gov.au/en/about-austrade/governance/corporate-plan\n- `pages/corporate-plans-index__01.html` - pages - https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/Austrade%20Corporate%20Plan%202025-26%20Final.pdf\n- `pages/corporate-plans-index__02.html` - pages - https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2025-26.docx\n- `pages/corporate-plans-index__03.html` - pages - https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2024-25.pdf\n- `pages/corporate-plans-index__04.html` - pages - https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2024-25.docx\n- `pages/corporate-plans-index__05.html` - pages - https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/corporate-plan-2023-24.pdf\n- `pages/corporate-plans-index__06.html` - pages - https://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents-about-us/austrade-corporate-plan-2022-23.pdf\n- `pages/homepage.html` - pages - http://www.austrade.gov.au\n- `pages/ministers.html` - pages - http://www.austrade.gov.au/en/about-austrade/ministers\n- `pages/news-latest.html` - pages - http://www.austrade.gov.au/en/news-and-analysis\n- `pages/priorities-index.html` - pages - http://www.austrade.gov.au/en/about-austrade/what-we-do-and-why\n- `pages/publications-index.html` - pages - http://www.austrade.gov.au/en/news-and-analysis/publications-and-reports\n- `pages/taskforces-index.html` - pages - http://www.austrade.gov.au/en/how-we-can-help-you/working-groups-and-engagement\n- `pages/taskforces-index__07.html` - pages - http://www.austrade.gov.au/en/how-we-can-help-you/working-groups-and-engagement\n- `pages/taskforces-index__08.html` - pages - http://www.austrade.gov.au/en/how-we-can-help-you/working-groups-and-engagement/china-ads-advisory-panel\n- `pages/taskforces-index__09.html` - pages - http://www.austrade.gov.au/en/how-we-can-help-you/working-groups-and-engagement/national-first-nations-visitor-economy-partnership\n- `pages/taskforces-index__10.html` - pages - http://www.austrade.gov.au/en/how-we-can-help-you/working-groups-and-engagement/independent-review-emdg-program\n- `pages/taskforces-index__11.html` - pages - http://www.austrade.gov.au/en/how-we-can-help-you/working-groups-and-engagement/export-market-development-grants-strategic-refocus-consultation\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/ADSAP-25th-Meeting-29-October-2025-Communique.pdf` - other-pdfs - http://www.austrade.gov.au/content/dam/austrade-assets/global/wip/austrade/documents/ADSAP-25th-Meeting-29-October-2025-Communique.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.",
  "legislation_md": "# Australian Trade and Investment Commission (Austrade) — Legislation Administered\n\n**Generated**: 2026-05-13T03:29:04+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 28,999 in / 202 out  ·  cost: $0.00104\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## 2 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Australian Trade and Investment Commission Act 1985](https://www.legislation.gov.au/series/C2004A01985) | 1985 | Act | Austrade administers this Act to deliver quality trade and investment services to businesses and policy advice to government. |\n| [Export Market Development Grants Act 1997](https://www.legislation.gov.au/series/C2004A02038) | 1997 | Act | Austrade administers this Act to provide grants to small and medium-sized enterprises to support marketing and promotional activities. |",
  "global_initiatives_md": "# Australian Trade and Investment Commission (Austrade) — Global Initiatives Catalogue\n\n## Focus areas\n- Diversification\n- Net zero\n- Economic security\n- First Nations\n- Visitor economy\n\n## Diversification\n\n### Trade and Investment Facilitation Initiative\n**Jurisdiction**: OECD\n**Run by**: OECD Trade Directorate\n**Year**: 1960\n**Status**: Active\n**What it does (2–3 sentences)**: The OECD Trade Facilitation Initiative aims to improve the efficiency and effectiveness of global trade by promoting best practices in trade facilitation and customs procedures.\n**Why it matters to Australia**: This initiative provides a framework for best practices that Australia can adopt to streamline its trade processes and improve competitiveness.\n**Find more**: [OECD Trade Facilitation](https://www.google.com/search?q=OECD+Trade+Facilitation+Initiative)\n\n### Global Trade Policy Review\n**Jurisdiction**: UK\n**Run by**: Department for International Trade\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The UK’s Global Trade Policy Review assesses and promotes the UK’s trade policies to enhance international trade relations and economic growth.\n**Why it matters to Australia**: This review provides insights into effective trade policy frameworks that could benefit Australia’s trade diversification efforts.\n**Find more**: [UK Global Trade Policy Review](https://www.google.com/search?q=UK+Global+Trade+Policy+Review)\n\n### Trade Promotion Strategy\n**Jurisdiction**: Canada\n**Run by**: Global Affairs Canada\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: Canada’s Trade Promotion Strategy focuses on expanding trade opportunities through market access, trade agreements, and promotion activities.\n**Why it matters to Australia**: Canada’s strategies can offer models for Australia to broaden its trade and investment opportunities across various sectors.\n**Find more**: [Canada Trade Promotion Strategy](https://www.google.com/search?q=Canada+Trade+Promotion+Strategy)\n\n## Net zero\n\n### Net Zero Strategy\n**Jurisdiction**: EU\n**Run by**: European Commission\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The European Union’s Net Zero Strategy outlines a comprehensive plan to achieve carbon neutrality by 2050 through various policy measures and investments.\n**Why it matters to Australia**: Australia can learn from the EU’s detailed roadmap and strategies to position itself as a leader in the global net zero transformation.\n**Find more**: [EU Net Zero Strategy](https://www.google.com/search?q=EU+Net+Zero+Strategy)\n\n### Climate Action and Renewable Energy Strategy\n**Jurisdiction**: United States\n**Run by**: Department of Energy\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: The U.S. Climate Action and Renewable Energy Strategy focuses on reducing greenhouse gas emissions and promoting renewable energy sources to achieve net zero goals.\n**Why it matters to Australia**: This strategy provides valuable insights into renewable energy investments and emission reduction techniques that Australia can adopt.\n**Find more**: [U.S. Climate Action and Renewable Energy Strategy](https://www.google.com/search?q=U.S.+Climate+Action+and+Renewable+Energy+Strategy)\n\n### Green New Deal for Europe\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: The Green New Deal for Europe aims to make Europe’s economy sustainable, circular, and carbon neutral by 2050 through comprehensive policy reforms and investments.\n**Why it matters to Australia**: This initiative provides a robust model for Australia to transition towards a sustainable and low-carbon economy.\n**Find more**: [Green New Deal for Europe](https://www.google.com/search?q=Green+New+Deal+for+Europe)\n\n## Economic security\n\n### Economic Security Strategy\n**Jurisdiction**: Singapore\n**Run by**: Ministry of Trade and Industry\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: Singapore’s Economic Security Strategy focuses on maintaining economic resilience and strategic relationships through trade diversification and innovation.\n**Why it matters to Australia**: This strategy provides insights into maintaining economic security through trade diversification and strategic partnerships.\n**Find more**: [Singapore Economic Security Strategy](https://www.google.com/search?q=Singapore+Economic+Security+Strategy)\n\n### National Security Strategy\n**Jurisdiction**: United States\n**Run by**: Department of Defense\n**Year**: 2022\n**Status**: Active\n**What it does (2–3 sentences)**: The U.S. National Security Strategy emphasizes economic security through strategic trade relationships, technology, and global partnerships.\n**Why it matters to Australia**: Australia can adopt elements of this strategy to enhance its economic security and resilience.\n**Find more**: [U.S. National Security Strategy](https://www.google.com/search?q=U.S.+National+Security+Strategy)\n\n### Economic Resilience Framework\n**Jurisdiction**: New Zealand\n**Run by**: Ministry of Business, Innovation and Employment\n**Year**: 2021\n**Status**: Active\n**What it does (2–3 sentences)**: New Zealand’s Economic Resilience Framework aims to build economic resilience through innovation, trade, and strategic partnerships.\n**Why it matters to Australia**: This framework provides practical insights into building economic resilience through strategic initiatives.\n**Find more**: [New Zealand Economic Resilience Framework](https://www.google.com/search?q=New+Zealand+Economic+Resilience+Framework)\n\n## First Nations\n\n### First Nations Economic Development Program\n**Jurisdiction**: Canada\n**Run by**: Indigenous Services Canada\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: Canada’s First Nations Economic Development Program supports economic growth and self-determination for First Nations communities through tailored economic development initiatives.\n**Why it matters to Australia**: This program provides a model for supporting equitable economic growth for First Nations businesses and communities in Australia.\n**Find more**: [Canada First Nations Economic Development Program](https://www.google.com/search?q=Canada+First+Nations+Economic+Development+Program)\n\n### Indigenous Economic Development Strategy\n**Jurisdiction**: Australia\n**Run by**: Department of Industry, Science, Energy and Resources\n**Year**: 2021\n**Status**: Active\n**What it does (2–3 sentences)**: Australia’s Indigenous Economic Development Strategy focuses on supporting economic opportunities and growth for Indigenous communities through targeted programs and initiatives.\n**Why it matters to Australia**: This is a direct parallel initiative within Australia, providing insights into effective domestic strategies.\n**Find more**: [Australia Indigenous Economic Development Strategy](https://www.google.com/search?q=Australia+Indigenous+Economic+Development+Strategy)\n\n### First Nations Economic Opportunities Program\n**Jurisdiction**: United States\n**Run by**: Department of the Interior\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: The U.S. First Nations Economic Opportunities Program aims to foster economic development and self-sufficiency for Native American tribes through various support mechanisms.\n**Why it matters to Australia**: This program provides valuable insights into economic empowerment for Indigenous communities.\n**Find more**: [U.S. First Nations Economic Opportunities Program](https://www.google.com/search?q=U.S.+First+Nations+Economic+Opportunities+Program)\n\n## Visitor economy\n\n### Tourism Recovery Strategy\n**Jurisdiction**: New Zealand\n**Run by**: Ministry of Business, Innovation and Employment\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: New Zealand’s Tourism Recovery Strategy focuses on revitalizing the tourism sector through targeted marketing, infrastructure improvements, and safety measures post-pandemic.\n**Why it matters to Australia**: This strategy provides a model for Australia to recover and sustain its visitor economy after disruptions.\n**Find more**: [New Zealand Tourism Recovery Strategy](https://www.google.com/search?q=New+Zealand+Tourism+Recovery+Strategy)\n\n### International Visitor Strategy\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Digital, Culture, Media and Sport\n**Year**: 2021\n**Status**: Active\n**What it does (2–3 sentences)**: The UK’s International Visitor Strategy aims to boost international tourism through targeted marketing campaigns and infrastructure enhancements.\n**Why it matters to Australia**: This strategy offers insights into effective international tourism promotion and recovery.\n**Find more**: [UK International Visitor Strategy](https://www.google.com/search?q=UK+International+Visitor+Strategy)\n\n### Global Tourism Recovery Plan\n**Jurisdiction**: World Bank\n**Run by**: World Bank Group\n**Year**: 2021\n**Status**: Active\n**What it does (2–3 sentences)**: The World Bank’s Global Tourism Recovery Plan focuses on supporting the recovery of the global tourism sector through financial support, policy advice, and capacity building.\n**Why it matters to Australia**: This plan provides a comprehensive global perspective on tourism recovery strategies that Australia can adapt.\n**Find more**: [World Bank Global Tourism Recovery Plan](https://www.google.com/search?q=World+Bank+Global+Tourism+Recovery+Plan)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*",
  "strategy": {
    "reporting_period": "2024-25",
    "corporate_plan_period": "2025-26",
    "vision": null,
    "vision_source_page": null,
    "purposes": "We deliver quality trade and investment services to businesses and policy advice to government to grow Australia’s prosperity, including leading on national tourism policy.",
    "purposes_source_page": 4,
    "how_we_deliver": "To achieve our purpose, we will pursue two outcomes through five key activities. These activities are underpinned by whole-of-government strategic priorities and are shaped by emerging trends in our operating context.",
    "how_we_deliver_source_page": 14,
    "government_priorities": [
      {
        "text": "Diversification: Broadening trade and investment across markets, sectors and business types",
        "source_page": 20
      },
      {
        "text": "Net zero: Enabling net zero transformation and positioning Australia as a net zero partner of choice",
        "source_page": 20
      },
      {
        "text": "Economic security: Deepening our strategic relationships and economic resilience",
        "source_page": 20
      },
      {
        "text": "First Nations: Supporting equitable economic ownership and growth for First Nations businesses and communities",
        "source_page": 20
      },
      {
        "text": "Visitor economy: Returning the visitor economy to long-term sustainable growth",
        "source_page": 20
      },
      {
        "text": "Trade modernisation: Improving cross-border trade and digital services",
        "source_page": 20
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: To contribute to Australia’s economic prosperity by supporting Australian exporters to expand internationally, attracting productive international investment, and growing the visitor economy.",
        "description": "To contribute to Australia’s economic prosperity by supporting Australian exporters to expand internationally, attracting productive international investment, and growing the visitor economy.",
        "key_activities": [
          "Supporting Australian businesses to expand through trade advice, connections, support and programs",
          "Facilitating high-quality inward foreign investment, and outward investment via the Southeast Asia Investment Deal Teams",
          "Conducting global marketing and promotion to create brand awareness, generate demand, and support conversion of leads for trade and investment",
          "Leading national visitor economy policy development and implementation, publishing of official tourism statistics through Tourism Research Australia (TRA), and using Austrade’s global network and commercial perspectives on trade and investment to contribute to Government policy development and implementation",
          "Helping Australians through the delivery of effective consular services, efficient passport services and practical contingency planning in designated locations, in accordance with the Department of Foreign Affairs and Trade (DFAT) Consular Services and Passports Client Services Charter"
        ],
        "source_page": 4
      },
      {
        "name": "Outcome 2: The protection and welfare of Australians abroad through timely and responsive consular and passport services in specific locations overseas.",
        "description": "The protection and welfare of Australians abroad through timely and responsive consular and passport services in specific locations overseas.",
        "key_activities": [
          "Delivering responsive and appropriate consular services to Australian travellers and citizens living overseas, including notarial services, assistance with welfare issues, whereabouts enquiries, arrest or detention matters, deaths and medical emergencies",
          "Work collaboratively with DFAT to improve systems access and manage passport requests efficiently and accurately, including processing new passport applications, registering lost or stolen passports, issuing emergency passports and detecting passport fraud"
        ],
        "source_page": 4
      }
    ],
    "values": [
      "Innovation",
      "Transparency",
      "Generosity of spirit",
      "Collaboration"
    ],
    "values_framework_name": null,
    "kpi_targets_2025_26": [
      {
        "code": "CCE01",
        "measure": "High level of satisfaction for Austrade’s clients with Austrade’s services",
        "target": "At least 85 per cent",
        "source_page": 19
      },
      {
        "code": "CCE02",
        "measure": "Number of trade outcomes facilitated",
        "target": "At least 1,200",
        "source_page": 19
      },
      {
        "code": "CCE03",
        "measure": "EMDG recipients report that the receipt of a grant encouraged them to increase their export promotion activities",
        "target": "At least 70 per cent of EMDG recipients to report that receiving a grant encouraged them to increase their export promotion activities",
        "source_page": 19
      },
      {
        "code": "CCE04",
        "measure": "Effective contribution to whole-of-government policy development",
        "target": "Focus Areas: Tourism Data, Net Zero, Trade Facilitation",
        "source_page": 20
      },
      {
        "code": "CCE05",
        "measure": "Effective delivery of consular and passport services to Australians overseas",
        "target": "At least 97 per cent of passports processed by Austrade are without administrative errors",
        "source_page": 20
      }
    ],
    "kpi_results_2024_25": [
      {
        "code": "CCE01",
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