{ "entity_id": "O-000859", "folder": "Export-Finance-Australia-EFA", "name": "Export Finance Australia (EFA)", "type": "Corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Foreign Affairs and Trade", "website": "http://www.exportfinance.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": 6, "n_artifacts": 14, "n_kpi_targets": 4, "n_kpi_results": 4, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "Our purpose is to support Australian export trade and overseas investment, as well as overseas infrastructure development that has an Australian benefit.", "official_site_url": "http://www.exportfinance.gov.au", "source_documents": [ { "type": "annual_report", "title": "View a PDF version of our Annual Report.", "url": "https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2024", "url": "https://exportfinancecdn.azureedge.net/media/52wh3abi/2023-2024-export-finance-australia-annual-report.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2023", "url": "https://exportfinancecdn.azureedge.net/media/ppnkn0aj/exportfinanceaustralia_2022-2023_annualreport_accessibleprintfile.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2022", "url": "https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf", "period": "2022", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2021", "url": "https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf", "period": "2020-21", "confidence": "high" }, { "type": "corporate_plan", "title": "Download now", "url": "https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf", "period": "2025-26", "confidence": "high" }, { "type": "corporate_plan", "title": "Corporate Plan 2025", "url": "https://exportfinancecdn.azureedge.net/media/vtkcbeeg/export-finance-australia-2024-2025-corporate-plan.pdf", "period": "2024-25", "confidence": "high" }, { "type": "corporate_plan", "title": "Corporate Plan 2024", "url": "https://exportfinancecdn.azureedge.net/media/cbapbbm5/export-finance-australia_corporate-plan_2023-2024.pdf", "period": "2023-24", "confidence": "high" }, { "type": "corporate_plan", "title": "Corporate Plan 2023", "url": "https://exportfinancecdn.azureedge.net/media/hwnffyvk/2022-23-corporate-plan_export-finance-australia.pdf", "period": "2022-23", "confidence": "high" }, { "type": "corporate_plan", "title": "Corporate Plan 2022", "url": "https://exportfinancecdn.azureedge.net/media/0xfodal5/2021-22_corporate_plan_export_finance_australia.pdf", "period": "2021-22", "confidence": "high" }, { "type": "strategie", "title": "Read our Innovate Reconciliation Action Plan", "url": "https://exportfinancecdn.azureedge.net/media/b4dbv5xp/export-finance-australia_innovate-reconciliation-action-plan_may-2023.pdf", "period": "2023", "confidence": "medium" } ], "purpose": { "text": "Our purpose is to support Australian export trade and overseas investment, as well as overseas infrastructure development that has an Australian benefit.", "source_url": "https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf", "source_page": 5, "source_deep_url": "https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=5" }, "vision": null, "strategic_priorities": [ { "title": "Supporting Australian export trade, overseas investment and infrastructure development that benefits Australia.", "description": "Supporting Australian export trade, overseas investment and infrastructure development that benefits Australia.", "source_url": "https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf", "source_page": 5, "source_deep_url": "https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=5" } ], "values": [ { "name": "supporting Australian export trade, overseas investment and infrastructure development", "description": "", "source_url": "https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf", "source_page": null } ], "outcomes": [ { "name": "Supporting Australian export trade, overseas investment and infrastructure development", "description": "We achieve this by fulfilling our legislated functions, which are to: provide finance that facilitates and encourages Australian export trade, overseas investment and infrastructure development; provide finance that supports Australia’s economic resilience and security and the net zero transformation; encourage banks and other financial institutions to finance exports, overseas investment and infrastructure development; provide information and advice regarding financial arrangements to support Australian export trade, overseas investment and infrastructure financing; assist other Commonwealth entities and companies in providing finance and financial services; administer payments in relation to certain overseas aid projects financed by the Commonwealth.", "activities": [ "providing finance that facilitates and encourages Australian export trade, overseas investment and infrastructure development", "providing finance that supports Australia’s economic resilience and security and the net zero transformation", "encouraging banks and other financial institutions to finance exports, overseas investment and infrastructure development", "providing information and advice regarding financial arrangements to support Australian export trade, overseas investment and infrastructure financing", "assisting other Commonwealth entities and companies in providing finance and financial services", "administering payments in relation to certain overseas aid projects financed by the Commonwealth" ], "source_url": "https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf", "source_page": 5, "source_deep_url": "https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=5" } ], "performance_measures": [ { "code": "CCE01", "measure": "Value of facilities signed", "target": "$1.625b", "latest_result": "$2.1b", "status": "Achieved", "target_source_url": "https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf", "target_source_page": 21, "result_source_url": "https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf", "result_source_page": 25 }, { "code": "CCE02", "measure": "Number of customers supported", "target": ">175", "latest_result": "131", "status": "Not achieved", "target_source_url": "https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf", "target_source_page": 21, "result_source_url": "https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf", "result_source_page": 25 }, { "code": "CCE03", "measure": "Active customers", "target": "285", "latest_result": "288", "status": "Achieved", "target_source_url": "https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf", "target_source_page": 21, "result_source_url": "https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf", "result_source_page": 25 }, { "code": "CCE04", "measure": "CA profit (pre-tax)", "target": ">$35m", "latest_result": "$52.8m", "status": "Achieved", "target_source_url": "https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf", "target_source_page": 21, "result_source_url": "https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf", "result_source_page": 25 } ], "document_alignment_terms": { "must_support": [ "Our purpose is to support Australian export trade and overseas investment, as well as overseas infrastructure development that has an Australian benefit.", "Supporting Australian export trade, overseas investment and infrastructure development that benefits Australia." ], "watch_terms": [ "Value of facilities signed", "Number of customers supported", "Active customers", "CA profit (pre-tax)" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Export Finance Australia (EFA) — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf)\n**Corporate Plan**: [2025-26](https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf)\n\n## Our purpose / purposes\n\n> Our purpose is to support Australian export trade and overseas investment, as well as overseas infrastructure development that has an Australian benefit. [[CP p.5](https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=5)(https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=5)]\n\n## Government priorities for this department\n\n- Supporting Australian export trade, overseas investment and infrastructure development that benefits Australia. [[CP p.5](https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=5)(https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=5)]\n\n## Outcomes\n\n### Supporting Australian export trade, overseas investment and infrastructure development\nWe achieve this by fulfilling our legislated functions, which are to: provide finance that facilitates and encourages Australian export trade, overseas investment and infrastructure development; provide finance that supports Australia’s economic resilience and security and the net zero transformation; encourage banks and other financial institutions to finance exports, overseas investment and infrastructure development; provide information and advice regarding financial arrangements to support Australian export trade, overseas investment and infrastructure financing; assist other Commonwealth entities and companies in providing finance and financial services; administer payments in relation to certain overseas aid projects financed by the Commonwealth. [[CP p.5](https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=5)(https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=5)]\n\n**Key activities:**\n- providing finance that facilitates and encourages Australian export trade, overseas investment and infrastructure development\n- providing finance that supports Australia’s economic resilience and security and the net zero transformation\n- encouraging banks and other financial institutions to finance exports, overseas investment and infrastructure development\n- providing information and advice regarding financial arrangements to support Australian export trade, overseas investment and infrastructure financing\n- assisting other Commonwealth entities and companies in providing finance and financial services\n- administering payments in relation to certain overseas aid projects financed by the Commonwealth\n\n## Values and principles\n\n- supporting Australian export trade, overseas investment and infrastructure development\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 | Value of facilities signed | $1.625b | [CP p.21](https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=21)(https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=21) |\n| CCE02 | Number of customers supported | >175 | [CP p.21](https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=21)(https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=21) |\n| CCE03 | Active customers | 285 | [CP p.21](https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=21)(https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=21) |\n| CCE04 | CA profit (pre-tax) | >$35m | [CP p.21](https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=21)(https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf#page=21) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Value of facilities signed | $2.1b | Achieved | [AR p.25](https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf#page=25)(https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf#page=25) |\n| CCE02 | Number of customers supported | 131 | Not achieved | [AR p.25](https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf#page=25)(https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf#page=25) |\n| CCE03 | Active customers | 288 | Achieved | [AR p.25](https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf#page=25)(https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf#page=25) |\n| CCE04 | CA profit (pre-tax) | $52.8m | Achieved | [AR p.25](https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf#page=25)(https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf#page=25) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Export Finance Australia (EFA) - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:58:15.926499+00:00\n**Entity ID**: O-000859\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Foreign Affairs and Trade\n**Website**: http://www.exportfinance.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 | 5 |\n| corporate-plans | 5 |\n| global-intelligence | 3 |\n| other-pdfs | 2 |\n| pages | 20 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- Based on our experience in 2021–22, We outline performance risks in\nwe expect to support customers and the previous section, which should\nthe Government on various financing be considered when assessing our\ntransactions that ultimately may not planned outcomes outlined in Table 2.\nproceed for a range of reasons outside\nTable 2: Qualitative performance targets\nOur functions*\nTarget How we’ll achieve it\nFacilitate and encourage Australian Leverage the CA and the NIA to support a pipeline of transactions and projects\nexport trade and overseas that meet the requirements of our mandate and contribute to Australia’s trade\ninfrastructure development and investment objectives\nAchieve positive customer advocacy and engagement metrics\nEncourage other financiers to Collaborate and partner with banks and other financiers to support more\n Source: `corporate-plans/2023.pdf (https://exportfinancecdn.azureedge.net/media/hwnffyvk/2022-23-corporate-plan_export-finance-australia.pdf)`\n- [Page 13]\nKey activities / Corporate Plan 2022–2023 13\nDisrupt our business model\nStrategy 1: Enhance our role to drive greater impact\nActivities Outcomes\n› Work with DFAT and other › We proactively offer solutions to meet Government priorities and challenges\nCommonwealth agencies to enhance › Collaborating with DFAT (including offshore Posts) and Austrade to identify\nthe role we can play in support of sustainable financing opportunities\nAustralia’s trade and investment\n› Enhancing our engagement with global commercial financiers and ECAs\nobjectives\n› Continuing to actively lead discussions in international forums\n› Understand the global financial\nlandscape to ensure our offering\nis relevant to the changing export\nenvironment and Australia’s national\ninterests\nStrategy 2: Continue to leverage data and technology to enable our employees to better support customers\nActivities Outcomes\n Source: `corporate-plans/2023.pdf (https://exportfinancecdn.azureedge.net/media/hwnffyvk/2022-23-corporate-plan_export-finance-australia.pdf)`\n- [Page 3]\nContents\nIntroduction 2\nAcknowledgement of Country and\nTraditional Custodians 4\nPurpose 5\nKey activities 7\nOperating context 9\n› Environment 9\n› Capability 11\n› Risk 12\n› Cooperation 15\nPerformance 17\n› Performance measures 17\n› Quantitative performance targets 17\n› Qualitative performance targets 19\nAppendix A: Statement of Expectations 20\nAppendix B: Statement of Intent 26\n3 2021 - 2022 Corporate Plan\n Source: `corporate-plans/2022.pdf (https://exportfinancecdn.azureedge.net/media/0xfodal5/2021-22_corporate_plan_export_finance_australia.pdf)`\n- [Page 3]\nCorporate Plan 2022–2023 03\nContents\n2 Acknowledgement of Country\nand Traditional Custodians\n4 Introduction\n6 Purpose\n10 Key activities\n14 Operating context\n20 Performance\n24 Appendix A: Statement of Expectations\n31 Appendix B: Statement of Intent\n Source: `corporate-plans/2023.pdf (https://exportfinancecdn.azureedge.net/media/hwnffyvk/2022-23-corporate-plan_export-finance-australia.pdf)`\n\n### Role and Functions\n\n- We are now\nwith the establishment by the able to consider providing\nAustralian Government of support where an Australian\na $2 billion Critical Minerals SME is part of an Australian-\nFacility, which we administer. based supply chain, which\nThe Government has already may lead to a future export\nannounced support for three opportunity.\nprojects under this facility worth\nWe continue to play an\n$1.49 billion.\nimportant role in administering\nSince receiving our critical the Defence Export Facility.\nminerals mandate in November During the year we provided\n2019, we have engaged with several Letters of Support for\nmore than 45 critical minerals potential major defence exports\ncompanies, covering the entire that may be fi nanced under\nspectrum of the 26 minerals the facility.\noutlined in the Critical Minerals\nStrategy.\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- [Page 96]\n96 Our governing principles\nRisk management We operate a ‘three lines of defence’ model for managing risk.\noversight\n1 3\nRisk related policies, tolerances\nand operational limits are set\nby our Board, with support and Business functions take Audits and reviews by our\nspecifi c oversight by the Board responsibility for risks within internal auditors provide\nAudit and Risk Committee. their own operations. detailed reports on improving\nour risk management approach.\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- In 2023–24, we:\n› supported › provided finance across\n5,874 11\nAustralian jobs industry segments*\nthrough our financing\n› supported businesses › were given responsibility for\nwith annual turnovers administering the\nfrom $184,000 to $2 billion SEAIFF to support\n$357 million investment in Southeast Asia.\n* We use a subjective segment classification to track our reach.\n Source: `annual-reports/2024.pdf (https://exportfinancecdn.azureedge.net/media/52wh3abi/2023-2024-export-finance-australia-annual-report.pdf)`\n- We manage risk using a Executive team members:\n‘three lines of defence’ model: › an open and transparent risk\n› Executive Committee\nculture that seeks to anticipate,\n1. b usiness functions take Reviews all aspects of our\navoid and mitigate risks,\nresponsibility for risks business and operations.\nelevate potential issues,\nwithin their own operations\n› Treasury Review Committee learn and improve\n2. a n internal, but independent, Reviews Treasury activities,\nRisk and Compliance function limits, noteworthy transactions › an employee performance\nsystem that requires robust\nreviews our risk management and current issues.\nrisk management behaviours\nframework\n› Credit Committee\n3. a udits and reviews by our Reviews large potential › documented control\nprocesses, including\ninternal auditors provide transactions.\nmanagement reporting\ndetailed reports on\n› Executive Risk and\n Source: `corporate-plans/2025.pdf (https://exportfinancecdn.azureedge.net/media/vtkcbeeg/export-finance-australia-2024-2025-corporate-plan.pdf)`\n- [Page 33]\nCommercial Account and National Interest Account targets\nPerformance criteria 2020-21 Measure\n$800m–$1.2b Dollar value of facilities signed\nTransactions completed\non the CA and NIA\n$1.6b–$3.6b Dollar value of export contracts supported\n125–150 Number of customers supported\nCustomers supported on\nthe CA and NIA\n40%–50% Percentage of new customers supported\nCA financials $16m–$20m CA profit (pre-tax)\nSource: 2020–21 Corporate Plan, p34 Table 1\nOur performance\nQuantitative analysis\nOver the past 12 months, we have used our This year, we fell short on our transaction value\nunique role to support Australian exporters key performance indicator (KPI) as a result of\nthrough the COVID-19 pandemic.\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n- 30 June 2021 Exposure Increase in Decrease in Increase in Decrease in\nat risk basis points basis points basis points basis points\nChange in Change in Effect on Effect on\nmarket value market value equity equity\n$ m $ m $ m $ m $ m\nCapital and reserve portfolio\nFixed rate investments 417.1\nChange of 74 basis points interest margin 5.3 (5.3) - -\nFloating rate investments 113.3\nChange of 74 basis points interest margin 0.8 (0.8) - -\n30 June 2020 Exposure at Increase in Decrease in Increase in Decrease in\nrisk basis points basis points basis points basis points\nChange in Change in Effect on Effect on\nmarket value market value equity equity\n$ m $ m $ m $ m $ m\nCapital and reserve portfolio\nFixed rate investments 356.6\nChange of 9 basis points interest margin 0.6 (0.6) - -\nFloating rate investments 140.9\nChange of 9 basis points interest margin 0.1 (0.1) - -\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n\n### Strategic Priorities\n\n- [Page 12]\nKey activities\n12 Corporate Plan 2022–2023 / Key activities\nOur strategy\nOur Refine, Evolve and Disrupt strategic framework creates an agile business model\nthat can accommodate our priorities and deliver financial sustainability within our\nBoard’s agreed risk appetite.\n Source: `corporate-plans/2023.pdf (https://exportfinancecdn.azureedge.net/media/hwnffyvk/2022-23-corporate-plan_export-finance-australia.pdf)`\n- [Page 13]\nKey activities / Corporate Plan 2022–2023 13\nDisrupt our business model\nStrategy 1: Enhance our role to drive greater impact\nActivities Outcomes\n› Work with DFAT and other › We proactively offer solutions to meet Government priorities and challenges\nCommonwealth agencies to enhance › Collaborating with DFAT (including offshore Posts) and Austrade to identify\nthe role we can play in support of sustainable financing opportunities\nAustralia’s trade and investment\n› Enhancing our engagement with global commercial financiers and ECAs\nobjectives\n› Continuing to actively lead discussions in international forums\n› Understand the global financial\nlandscape to ensure our offering\nis relevant to the changing export\nenvironment and Australia’s national\ninterests\nStrategy 2: Continue to leverage data and technology to enable our employees to better support customers\nActivities Outcomes\n Source: `corporate-plans/2023.pdf (https://exportfinancecdn.azureedge.net/media/hwnffyvk/2022-23-corporate-plan_export-finance-australia.pdf)`\n- The RAP remained a\npipeline of talent, it would be beneficial to consider\n2021 and in the last 12 months alone, we have had priority for our business even when there were other\ninterns who were school leavers, who would be able to\n112 employees complete the online learning. conflicting priorities.\nwork with us over the longer term.\n› Meeting room names changed The support and commitment of key groups such as our\nAs we progressed on our reconciliation journey, our\nRWG as well as our Board and CEO were instrumental in\nTo acknowledge and demonstrate our respect to employees were keen to hear and learn more about what\nsustaining the focus and momentum, which resulted in\nthe traditional lands of Australia’s First Peoples, we were doing and about the positive impact of meeting\n100% of our RAP deliverables being met.\nwe renamed a number of our meeting rooms with the RAP deliverables.\n Source: `strategies/export-finance-australia_innovate-reconciliation-action-plan_may-2023.pdf (https://exportfinancecdn.azureedge.net/media/b4dbv5xp/export-finance-australia_innovate-reconciliation-action-plan_may-2023.pdf)`\n- [Page 3]\nContents\nIntroduction 2\nAcknowledgement of Country and\nTraditional Custodians 4\nPurpose 5\nKey activities 7\nOperating context 9\n› Environment 9\n› Capability 11\n› Risk 12\n› Cooperation 15\nPerformance 17\n› Performance measures 17\n› Quantitative performance targets 17\n› Qualitative performance targets 19\nAppendix A: Statement of Expectations 20\nAppendix B: Statement of Intent 26\n3 2021 - 2022 Corporate Plan\n Source: `corporate-plans/2022.pdf (https://exportfinancecdn.azureedge.net/media/0xfodal5/2021-22_corporate_plan_export_finance_australia.pdf)`\n- [Page 3]\nCorporate Plan 2022–2023 03\nContents\n2 Acknowledgement of Country\nand Traditional Custodians\n4 Introduction\n6 Purpose\n10 Key activities\n14 Operating context\n20 Performance\n24 Appendix A: Statement of Expectations\n31 Appendix B: Statement of Intent\n Source: `corporate-plans/2023.pdf (https://exportfinancecdn.azureedge.net/media/hwnffyvk/2022-23-corporate-plan_export-finance-australia.pdf)`\n- [Page 2]\nContents\nIntroduction 3\nWho we are 4\nPurpose 5\nKey activities 8\nOperating context 16\nPerformance 22\nOur Statement of\nExpectations is available\non our website.\n Source: `corporate-plans/2024.pdf (https://exportfinancecdn.azureedge.net/media/cbapbbm5/export-finance-australia_corporate-plan_2023-2024.pdf)`\n- [Page 2]\nC O N T E N T S\nIntroduction 3\nWho we are 4\nPurpose 5\nKey activities 8\nOperating context 15\nPerformance 21\nOur Statement of Expectations\nis available on our website.\n Source: `corporate-plans/2025.pdf (https://exportfinancecdn.azureedge.net/media/vtkcbeeg/export-finance-australia-2024-2025-corporate-plan.pdf)`\n- Wales (NSW) payroll tax levied EFA has an SOE issued by our\non wages, allowances, variable Minister on 11 November 2021,\nA dividend of $8.5 million of the\nremuneration, fringe benefit which sets out the Australian\n2022–23 CA profit was paid based\nand superannuation, at rates Government’s key priorities and\non a direction from our Minister.\nand thresholds specified in the objectives for EFA, consistent with\nAt the date of publication, the NSW Budget section 34 of the PGPA Act.\n Source: `annual-reports/2024.pdf (https://exportfinancecdn.azureedge.net/media/52wh3abi/2023-2024-export-finance-australia-annual-report.pdf)`\n- [Page 11]\nKey activities / Corporate Plan 2022–2023 11\nOur strategy is driven by our\npurpose and mandate.\n Source: `corporate-plans/2023.pdf (https://exportfinancecdn.azureedge.net/media/hwnffyvk/2022-23-corporate-plan_export-finance-australia.pdf)`\n- [Page 12]\nK E Y A C T I V I T I E S\nOur strategy\nStrategic priority: Sustainable growth\nIncrease commercial finance to support more customers and futureproof EFA.\n Source: `corporate-plans/2025-26.pdf (https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 33]\nCommercial Account and National Interest Account targets\nPerformance criteria 2020-21 Measure\n$800m–$1.2b Dollar value of facilities signed\nTransactions completed\non the CA and NIA\n$1.6b–$3.6b Dollar value of export contracts supported\n125–150 Number of customers supported\nCustomers supported on\nthe CA and NIA\n40%–50% Percentage of new customers supported\nCA financials $16m–$20m CA profit (pre-tax)\nSource: 2020–21 Corporate Plan, p34 Table 1\nOur performance\nQuantitative analysis\nOver the past 12 months, we have used our This year, we fell short on our transaction value\nunique role to support Australian exporters key performance indicator (KPI) as a result of\nthrough the COVID-19 pandemic.\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n- Results on the combined Commercial Account and National Interest Account\nTable 1: Transactions completed\nPerformance criteria 2020–21 2021–22 Result against\ntargets performance criteria\nTransactions completed\nDollar value of facilities signed $0.7b >$1.1b $4.9b\nExplanation\nCommercial Account and This supported $1.8 billion National Interest Account\nNational Interest Account in contracts and overseas\nOn the NIA, we fi nanced 11\ninvestments ($2.6 billion in\nThe value of facilities signed for transactions (32 in 2020–21)\n2020–21).\nthe CA and NIA was $4.9 billion with a value of $4.5 billion\nwhich exceeded our target by During the year, we provided ($166.1 million in 2020–21).\n$3.8 billion. $254.4 million in SME signings, This supported $8.7 billion\nwhich is consistent with our in contracts and overseas\nCommercial Account\nrecord SME result of $265 million investments ($147.6 million\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- [Page 26]\nTable 2: Customers supported\n2023–24 RESULTS AGAINST\nPERFORMANCE CRITERIA 2022–23\nTARGET PERFORMANCE CRITERIA\nNumber of customers supported 147 177 131\nExplanation\nCommercial Account and While our customer result is\nNational Interest Account below plan, our level of customer\nrepeat business and other\nIn 2023–24, we completed 361\ncustomer interactions has\ntransactions for 131 customers,\nincreased year on year.\nof which 62 were new to our\norganisation.\n Source: `annual-reports/2024.pdf (https://exportfinancecdn.azureedge.net/media/52wh3abi/2023-2024-export-finance-australia-annual-report.pdf)`\n- Performance criteria 2019–20 2020–21 Result against\ntargets performance criteria\nTransactions completed\nDollar value of facilities signed $1.1b $800m–$1.2b $0.7b\nDollar value of contracts supported $2.5b $1.6b–$3.6b $2.7b\nSource: 2020–21 Corporate Plan, page 34, Table 1\nExplanation\nCommercial Account and National Interest Account\nNational Interest Account\nOn the NIA, we financed 32 transactions (18 in\nThe value of facilities signed for the CA and NIA 2019–20) with a value of $166.1 million ($675\nwas $0.7 billion, which fell slightly short of the million in 2019–20).\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n- Performance criteria 2019–20 2020–21 Result against\ntargets performance criteria\nCustomers supported\n139 customers\nNumber of customers supported 136 125–150 supported with 189\ntransactions\nPercentage of new customers supported 51% 40–50% 56%\nReferrals\nPercentage of transactions referred to banks >80% >80% >80%\nSource: 2020-21 Corporate Plan, page 34, Table 1\nExplanation\nCommercial Account and National\nInterest Account\nThis year, we supported 139 customers with 189\ntransactions, 56 per cent of which were new to\nour organisation.\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n- Performance criteria 2019–20 2020–21 Result against\ntargets performance criteria\nFinancial Performance\nCA profit (pre-tax) $16.0m $16–$20m $16.2m\nSource: 2020-21 Corporate Plan, page 34, Table 1\nExplanation\nCommercial Account Impacts to operating income\nThe 2020–21 CA operating income of $45.3 million Our operating income was impacted by\nwas impacted by credit provisions taken against movements in both USD interest rates and\nour SME and PSF portfolios.\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n- 2022 has been set only two years earlier.\nremarkable for Signifi cantly, we achieved a This result was due to signifi cant\ngender equality ‘fi rst’ for Export\nExport Finance fi nancings completed under\nFinance Australia under the\nour infrastructure and critical\nAustralia. leadership of former Managing\nminerals mandates, including our\nDirector & CEO, Swati Dave.\ntwo largest transactions ever:\nIn 2021–22, we delivered across Women now comprise more\nthe US$1.33 billion fi nancing\nall our mandates, SMEs, Pacifi c than 50 per cent of our\npackage for Telstra Corporation\nand Indo–Pacifi c infrastructure, Executive and our senior\nLimited’s acquisition of Digicel\ncritical minerals, and the defence leadership team.\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- [pages 29,30,31,32,33]\nas\nOn the NIA, we fi nanced 11\ninvestments ($2.6 billion in\nThe value of facilities signed for transactions (32 in 2020–21)\n2020–21).\nthe CA and NIA was $4.9 billion with a value of $4.5 billion\nwhich exceeded our target by During the year, we provided ($166.1 million in 2020–21).\n$3.8 billion. $254.4 million in SME signings, This supported $8.7 billion\nwhich is consistent with our in contracts and overseas\nCommercial Account\nrecord SME result of $265 million investments ($147.6 million\nOn our CA, we fi nanced 217 in 2020–21.\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- [Page 30]\n30 Annual performance statement\nTable 2: Customers supported\nPerformance criteria 2020–21 2021–22 Result against\ntargets performance criteria\nCustomers supported\nNumber of customers supported 139 >125 132\nNumber of new customers supported 78 >44 60\nExplanation\nCommercial Account and Often our fi nancing supports\nNational Interest Account businesses seeking to access\nnon-traditional export markets,\nWe exceeded performance\nmeaning their options for export-\ntargets for both the number\nrelated fi nance are limited.\nof customers supported and\nthe number of new customers.\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- [Page 31]\nAnnual performance statement 31\nTable 3: Financial performance\nPerformance criteria 2020–21 2021–22 Result against\ntargets performance criteria\nFinancial performance\n$ CA profi t (pre-tax) $16.2m >$12.0m $18.3m\nExplanation\nCommercial Account Our continued eff orts supporting rates.\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- Table 1: Results on the combined Commercial Account and National Interest Account\nPerformance criteria 2021–22 2022–23 Targets Results against performance criteria\nTransaction completed\nDollar value of facilities signed $4.9b >$1.3b $1.2b\nExplanation\nCommercial Account and Commercial Account National Interest Account\nNational Interest Account We financed 259 transactions Transactions on the NIA are\nThe value of facilities signed for (217 in 2021–22) with a value of undertaken following a decision\nthe CA and NIA was $1.2 billion, $888.1 million ($344.4 million by the Minister, based on a\nwhich was below our target of in 2021–22) on the CA.\n Source: `annual-reports/2023.pdf (https://exportfinancecdn.azureedge.net/media/ppnkn0aj/exportfinanceaustralia_2022-2023_annualreport_accessibleprintfile.pdf)`\n- [Page 28]\nTable 2: Customers supported\nPerformance criteria 2021–22 2022–23 Targets Results against performance criteria\nCustomers supported\nNumber of customers\n132 >179 147\nsupported\nNumber of new\n60 >65 70\ncustomers supported\nExplanation\nIn 2022–23, we supported 147\nCommercial Account and\ncustomers, of which 70 were new\nNational Interest Account\nto our organisation, completing\nWe exceeded the performance\n262 transactions.\ntarget for the number of new\ncustomers supported but While the customer numbers are\nfell short of our performance below the plan, they reflect our\ntarget for the total number of operating environment and the\ncustomers supported. repeat nature of our business.\n Source: `annual-reports/2023.pdf (https://exportfinancecdn.azureedge.net/media/ppnkn0aj/exportfinanceaustralia_2022-2023_annualreport_accessibleprintfile.pdf)`\n- Table 1: Results on the combined Commercial Account and National Interest Account\n2023–24 RESULTS AGAINST\nPERFORMANCE CRITERIA 2022–23\nTARGET PERFORMANCE CRITERIA\nDollar value of facilities signed $1.2b $1.1b $1.4b\nExplanation\nCommercial Account and Commercial Account National Interest Account\nNational Interest Account\nWe financed 357 transactions Transactions on the NIA are\nThe value of facilities signed (259 in 2022–23) with a value of undertaken following a decision\nfor the CA and NIA was $1.486 $1.015 billion ($888.1 million by the Minister, based on a\nbillion, which was above our in 2022–23) supporting referral from our Board.\ntarget of $1.1 billion. $12.4 billion in contracts\nThis year, we financed four\nand overseas investments\ntransactions (3 in 2022–23) with\n($8.6 billion in 2022–23).\na value of $470.3 million ($333.4\nmillion in 2022–23) supporting\n$2.4 billion in contracts and\n Source: `annual-reports/2024.pdf (https://exportfinancecdn.azureedge.net/media/52wh3abi/2023-2024-export-finance-australia-annual-report.pdf)`\n- Table 3: Financial performance\n2023–24 RESULTS AGAINST\nPERFORMANCE CRITERIA 2022–23\nTARGET PERFORMANCE CRITERIA\nCA profit before tax $24.3m $19.0m $39.1m\nExplanation\nCommercial Account We hold credit provisions for both Our efforts to assist the\nthe SME and PSF portfolios in the Government’s consideration of\nThe CA operating income of\nevent of default, which may in the NIA transactions also meant we\n$95.0 million was positively\nfuture crystallise into actual losses. allocated a higher proportion\ninfluenced by several factors.\n Source: `annual-reports/2024.pdf (https://exportfinancecdn.azureedge.net/media/52wh3abi/2023-2024-export-finance-australia-annual-report.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $39.1m, $35m, $52.8m, $54.2 million, $109.8 , 54.2 million | While the number\nTABLE 5: Financial performance\nPerformance criteria 2023–2024 2024–2025 target Results against\nperformance criteria\nCA profit before tax $39.1m >$35m $52.8m\nExplanation\nCommercial Account Our operating expenses for In accordance with competitive\nThe CA delivered strong the year totalled $54.2 million, neutrality arrangements, a total\noperating income of $109.8 coming in below budget. | `annual-reports/2024-25.pdf (https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf)` |\n| $5.6 million, 30 per cent, 5.6 million | For more information, please refer\nFinance Australia to pay a tax equivalent\nto the ‘Financial matters’ section on page 99.\npayment comprising:\nSection 55 of the EFIC Act › a payment in lieu of Commonwealth income\ntax at 30 per cent of accounting profits, and\nSection 55(2) of the EFIC Act permits our Minister\nrealised capital gains, with a capacity to carry\nto issue directions regarding the payment of a\nforward any tax losses;\ndividend to the Com | `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)` |\n| $12,792,330.27 , $7.3 million, $1, 7.3 million | The above\nforward any tax losses\npayment includes a deduction of\n› a payment in lieu of New South $12,792,330.27 for administering\nWales (NSW) payroll tax levied NIA transactions for the 12-month\non wages, allowances, variable period ending 30 April 2023.\nremuneration, fringe benefits\nand superannuation, at rates Section 67(1) of the EFIC Act\nand thresholds specified in the The EFIC Act permits our Minister\nNSW Budget to determine the principles | `annual-reports/2023.pdf (https://exportfinancecdn.azureedge.net/media/ppnkn0aj/exportfinanceaustralia_2022-2023_annualreport_accessibleprintfile.pdf)` |\n| $8.5 million, 8.5 million | Wales (NSW) payroll tax levied EFA has an SOE issued by our\non wages, allowances, variable Minister on 11 November 2021,\nA dividend of $8.5 million of the\nremuneration, fringe benefit which sets out the Australian\n2022–23 CA profit was paid based\nand superannuation, at rates Government’s key priorities and\non a direction from our Minister.\nand thresholds specified in the objectives for EFA, consistent with\nAt the date of publication, the NSW Budg | `annual-reports/2024.pdf (https://exportfinancecdn.azureedge.net/media/52wh3abi/2023-2024-export-finance-australia-annual-report.pdf)` |\n| $255 million, $167 million, 255 million, 167 million | We administered the COVID-19 Facility businesses with\nuntil its expiry in April 2021. $255 million in finance:\nFinancial relief\n23 customers\nWe continued to provide financial relief to some on our CA (value: $167 million)\nof our existing customers during 2020–21,\n41 customers\nincluding payment extensions and repayment\non the COVID-19 Facility\nholidays. | `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)` |\n| $27.6 m, $4.6 million, $1.5 million, $4.9 million, 4.6 million | Our operating expenses of $27.6 market movements.\nmillion were $4.6 million lower than expected,\nWe continued to make allowance for payments\ndue to delayed hiring of employees, rescheduled\nto the Commonwealth, covering a debt neutrality\nprojects and ongoing travel restrictions.\ncharge of $1.5 million, state equivalent taxes of\nOur continued efforts in supporting the $1.5 million and income tax equivalent payments\nGovernment’s response to COVID-19 | `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)` |\n| $719 million, 719 million | This is signifi cantly businesses and even with the easier for our customers to\nhigher than Export Finance reopening of borders and access fi nance in support of\nAustralia’s previous result of delivery of COVID-19 vaccines marketing expenses for future\n$719 million in 2020–21. in key markets, our customers exports, complementing\ncontinue to encounter Austrade’s Export Market\nOur pre-tax profi t was\nunpredictable disruptions in Development Grant. | `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)` |\n| $33.6 million, $1.9 million, $4.8 million, 33.6 million, 1.9 million, 4.8 million | Our operating\nIn 2021–22, because of market\nexpenses of $33.6 million were\nfl uctuations, we realised a\n$1.9 million lower than expected\n$4.8 million gain in income (on a\ndue to the delayed hiring of\nfair value basis) from movements\nemployees, rescheduled projects\nin long-term US dollar interest\nand ongoing travel restrictions. | `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)` |\n| $12.3 million, $99.5 million, $223.2 million, 12.3 million, 99.5 million, 223.2 million | If these master netting arrangements were considered\nthen the derivative assets would be $12.3 million and the derivative liabilities would be $99.5 million\nafter taking into account the $223.2 million collateral posted. | `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)` |\n| $0.5 billion, $0.8 billion, 0.5 billion, 0.8 billion | Of this amount:\npursue a range of pricing and\nGovernment.\nrisk management strategies. › $0.5 billion represented cash\nOur Treasury team operates capital and reserves\nThe main borrowing instruments\naccording to the following we currently use are medium- › the remaining $0.8 billion\nprinciples: term notes issued in globally represented liquidity being held\n› aim to minimise the cost of recognised capital markets and to fund future loan drawdowns,\nf | `annual-reports/2024.pdf (https://exportfinancecdn.azureedge.net/media/52wh3abi/2023-2024-export-finance-australia-annual-report.pdf)` |\n| $11.7 million, $48.7 million, $303.7 million, $274 million, 11.7 million, 48.7 million | If these master netting arrangements were considered then the derivative assets\nwould be $11.7 million compared to the carrying value $48.7 million and the derivative liabilities would be\n$303.7 million compared to the carrying value $274 million. | `annual-reports/2024.pdf (https://exportfinancecdn.azureedge.net/media/52wh3abi/2023-2024-export-finance-australia-annual-report.pdf)` |\n| $0.6 billion, $1.5 billion, 0.6 billion, 1.5 billion | Of this amount:\ndisruptions and allows us to\nGovernment.\npursue a range of pricing and › $0.6 billion represented cash\nOur Treasury team operates risk management strategies. capital and reserves\naccording to the following\nThe main borrowing instruments › the remaining $1.5 billion\nprinciples:\nwe currently use are medium- represented liquidity being\n› aim to minimise the cost of term notes issued in globally held to fund future loan\nfunding our lo | `annual-reports/2024-25.pdf (https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf)` |\n| $800m, $1.2, $1.6, $3.6, $16m, $20m | [Page 33]\nCommercial Account and National Interest Account targets\nPerformance criteria 2020-21 Measure\n$800m–$1.2b Dollar value of facilities signed\nTransactions completed\non the CA and NIA\n$1.6b–$3.6b Dollar value of export contracts supported\n125–150 Number of customers supported\nCustomers supported on\nthe CA and NIA\n40%–50% Percentage of new customers supported\nCA financials $16m–$20m CA profit (pre-tax)\nSource: 2020–21 Corporate Plan, p34 Ta | `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)` |\n| $0.7, $1.1, $4.9, $1.8 billion, $2.6 billion, $4.9 billion | Results on the combined Commercial Account and National Interest Account\nTable 1: Transactions completed\nPerformance criteria 2020–21 2021–22 Result against\ntargets performance criteria\nTransactions completed\nDollar value of facilities signed $0.7b >$1.1b $4.9b\nExplanation\nCommercial Account and This supported $1.8 billion National Interest Account\nNational Interest Account in contracts and overseas\nOn the NIA, we fi nanced 11\ninvestments ($2.6 b | `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)` |\n| $1.1, $800m, $1.2, $0.7, $2.5, $1.6 | Performance criteria 2019–20 2020–21 Result against\ntargets performance criteria\nTransactions completed\nDollar value of facilities signed $1.1b $800m–$1.2b $0.7b\nDollar value of contracts supported $2.5b $1.6b–$3.6b $2.7b\nSource: 2020–21 Corporate Plan, page 34, Table 1\nExplanation\nCommercial Account and National Interest Account\nNational Interest Account\nOn the NIA, we financed 32 transactions (18 in\nThe value of facilities signed for the CA and | `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)` |\n| 56 per cent | Performance criteria 2019–20 2020–21 Result against\ntargets performance criteria\nCustomers supported\n139 customers\nNumber of customers supported 136 125–150 supported with 189\ntransactions\nPercentage of new customers supported 51% 40–50% 56%\nReferrals\nPercentage of transactions referred to banks >80% >80% >80%\nSource: 2020-21 Corporate Plan, page 34, Table 1\nExplanation\nCommercial Account and National\nInterest Account\nThis year, we supported 139 | `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)` |\n| $16.0m, $16, $20m, $16.2m, $45.3 million, 45.3 million | Performance criteria 2019–20 2020–21 Result against\ntargets performance criteria\nFinancial Performance\nCA profit (pre-tax) $16.0m $16–$20m $16.2m\nSource: 2020-21 Corporate Plan, page 34, Table 1\nExplanation\nCommercial Account Impacts to operating income\nThe 2020–21 CA operating income of $45.3 million Our operating income was impacted by\nwas impacted by credit provisions taken against movements in both USD interest rates and\nour SME and PSF portf | `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)` |\n| $1.33 billion, 1.33 billion, 50 per cent | 2022 has been set only two years earlier.\nremarkable for Signifi cantly, we achieved a This result was due to signifi cant\ngender equality ‘fi rst’ for Export\nExport Finance fi nancings completed under\nFinance Australia under the\nour infrastructure and critical\nAustralia. leadership of former Managing\nminerals mandates, including our\nDirector & CEO, Swati Dave.\ntwo largest transactions ever:\nIn 2021–22, we delivered across Women now comprise more | `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)` |\n| $2.6 billion, $4.9 billion, $4.5 billion, $166.1 million, $3.8 billion, $254.4 million | [pages 29,30,31,32,33]\nas\nOn the NIA, we fi nanced 11\ninvestments ($2.6 billion in\nThe value of facilities signed for transactions (32 in 2020–21)\n2020–21).\nthe CA and NIA was $4.9 billion with a value of $4.5 billion\nwhich exceeded our target by During the year, we provided ($166.1 million in 2020–21).\n$3.8 billion. $254.4 million in SME signings, This supported $8.7 billion\nwhich is consistent with our in contracts and overseas\nCommercial Accou | `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)` |\n| $16.2m, $12.0m, $18.3m | [Page 31]\nAnnual performance statement 31\nTable 3: Financial performance\nPerformance criteria 2020–21 2021–22 Result against\ntargets performance criteria\nFinancial performance\n$ CA profi t (pre-tax) $16.2m >$12.0m $18.3m\nExplanation\nCommercial Account Our continued eff orts supporting rates. | `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)` |\n\n## Key Achievements\n\n- 2022 has been set only two years earlier.\nremarkable for Signifi cantly, we achieved a This result was due to signifi cant\ngender equality ‘fi rst’ for Export\nExport Finance fi nancings completed under\nFinance Australia under the\nour infrastructure and critical\nAustralia. leadership of former Managing\nminerals mandates, including our\nDirector & CEO, Swati Dave.\ntwo largest transactions ever:\nIn 2021–22, we delivered across Women now comprise more\nthe US$1.33 billion fi nancing\nall our mandates, SMEs, Pacifi c than 50 per cent of our\npackage for Telstra Corporation\nand Indo–Pacifi c infrastructure, Executive and our senior\nLimited’s acquisition of Digicel\ncritical minerals, and the defence leadership team.\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- Table 1: Quantitative performance targets\nCommercial and\n2022–23 2023–24 2024–25 2025–26\nNational Interest Account\nTotal PSF and SME\nTransactions completed\nValue of facilities signed (A$) >$1.3b >$1.4b >$1.6b >$1.7b\non the CA and NIA\nNumber of customers supported >179 >229 >294 >389\nCustomers supported on\nthe CA and NIA\nNumber of new customers supported >65 >82 >105 >138\nCA Financials CA profit (pre-tax) A$ >$13m >$15m >$17m >$19m\nThere is a risk that some transactions may not proceed for reasons that are outside our control.\n Source: `corporate-plans/2023.pdf (https://exportfinancecdn.azureedge.net/media/hwnffyvk/2022-23-corporate-plan_export-finance-australia.pdf)`\n- [pages 21,22,23,24,25,26,27,28,29,30,31,32]\nal and\n2022–23 2023–24 2024–25 2025–26\nNational Interest Account\nTotal PSF and SME\nTransactions completed\nValue of facilities signed (A$) >$1.3b >$1.4b >$1.6b >$1.7b\non the CA and NIA\nNumber of customers supported >179 >229 >294 >389\nCustomers supported on\nthe CA and NIA\nNumber of new customers supported >65 >82 >105 >138\nCA Financials CA profit (pre-tax) A$ >$13m >$15m >$17m >$19m\nThere is a risk that some transactions may not proceed for reasons that are outside our control.\n Source: `corporate-plans/2023.pdf (https://exportfinancecdn.azureedge.net/media/hwnffyvk/2022-23-corporate-plan_export-finance-australia.pdf)`\n- [Page 3]\nContents\nAbout Export Finance Australia 7\nSupporting exporters 10\n2020–2021 highlights 16\nChair and Managing Director & CEO report 18\nOur purpose 25\nAnnual performance statement 31\nExposure breakdown 54\nOur governing principles 57\nOur activities 97\nTable of facilities 100\nTen-year summary 110\nFinancial statements 113\nIndex of statutory reporting requirements 174\nAbbreviations and acronyms 178\nEntity details 181\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n- [Page 16]\n2020–2021 highlights\n2020 –2021 Highlights\nWe have delivered strong results for our customers and\nour economy.\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n- [Page 33]\nCommercial Account and National Interest Account targets\nPerformance criteria 2020-21 Measure\n$800m–$1.2b Dollar value of facilities signed\nTransactions completed\non the CA and NIA\n$1.6b–$3.6b Dollar value of export contracts supported\n125–150 Number of customers supported\nCustomers supported on\nthe CA and NIA\n40%–50% Percentage of new customers supported\nCA financials $16m–$20m CA profit (pre-tax)\nSource: 2020–21 Corporate Plan, p34 Table 1\nOur performance\nQuantitative analysis\nOver the past 12 months, we have used our This year, we fell short on our transaction value\nunique role to support Australian exporters key performance indicator (KPI) as a result of\nthrough the COVID-19 pandemic.\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n- Performance criteria 2019–20 2020–21 Result against\ntargets performance criteria\nTransactions completed\nDollar value of facilities signed $1.1b $800m–$1.2b $0.7b\nDollar value of contracts supported $2.5b $1.6b–$3.6b $2.7b\nSource: 2020–21 Corporate Plan, page 34, Table 1\nExplanation\nCommercial Account and National Interest Account\nNational Interest Account\nOn the NIA, we financed 32 transactions (18 in\nThe value of facilities signed for the CA and NIA 2019–20) with a value of $166.1 million ($675\nwas $0.7 billion, which fell slightly short of the million in 2019–20).\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n- Results on the combined Commercial Account and National Interest Account\nTable 1: Transactions completed\nPerformance criteria 2020–21 2021–22 Result against\ntargets performance criteria\nTransactions completed\nDollar value of facilities signed $0.7b >$1.1b $4.9b\nExplanation\nCommercial Account and This supported $1.8 billion National Interest Account\nNational Interest Account in contracts and overseas\nOn the NIA, we fi nanced 11\ninvestments ($2.6 billion in\nThe value of facilities signed for transactions (32 in 2020–21)\n2020–21).\nthe CA and NIA was $4.9 billion with a value of $4.5 billion\nwhich exceeded our target by During the year, we provided ($166.1 million in 2020–21).\n$3.8 billion. $254.4 million in SME signings, This supported $8.7 billion\nwhich is consistent with our in contracts and overseas\nCommercial Account\nrecord SME result of $265 million investments ($147.6 million\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- [Page 3]\nContents\nAbout Export Finance Australia 4\nOur purpose 7\n2022–23 highlights 8\nHow we operate 12\nHow we provide finance 13\nOur mandates 14\nOur global footprint 16\nChair and Managing Director & CEO report 18\nPerformance 24\nAnnual performance statement 26\nQuantitative analysis 27\nQualitative analysis 30\nExposure breakdown 40\nEnvironmental, social and governance report 42\nGovernance 54\nGovernance structure 56\nStatement on governance 57\nBoard members 58\nBoard operations 63\nOur people 65\nRisk management 68\nLegislative and government information 72\nOther legislation, policies and governance events 79\nActivities 80\nBorrowings 82\nInvestments and liquidity 83\nFinancial matters 83\nTable of facilities 84\nTen-year summary 102\nFinancial statements 104\nStatement by Board Members and Chief Financial Officer 106\nIndependent Auditor's Report 107\n Source: `annual-reports/2023.pdf (https://exportfinancecdn.azureedge.net/media/ppnkn0aj/exportfinanceaustralia_2022-2023_annualreport_accessibleprintfile.pdf)`\n- [Page 4]\nAbout\nExport\nFinance\nAustralia\nAbout Export Finance 6\nAustralia\nOur purpose 7\n2022–23 highlights 8\nHow we operate 12\nHow we provide finance 13\nOur mandates 14\nOur global footprint 16\nChair and Managing 18\nDirector & CEO report\n4 Annual Report 2022–2023\n Source: `annual-reports/2023.pdf (https://exportfinancecdn.azureedge.net/media/ppnkn0aj/exportfinanceaustralia_2022-2023_annualreport_accessibleprintfile.pdf)`\n- Table 1: Results on the combined Commercial Account and National Interest Account\nPerformance criteria 2021–22 2022–23 Targets Results against performance criteria\nTransaction completed\nDollar value of facilities signed $4.9b >$1.3b $1.2b\nExplanation\nCommercial Account and Commercial Account National Interest Account\nNational Interest Account We financed 259 transactions Transactions on the NIA are\nThe value of facilities signed for (217 in 2021–22) with a value of undertaken following a decision\nthe CA and NIA was $1.2 billion, $888.1 million ($344.4 million by the Minister, based on a\nwhich was below our target of in 2021–22) on the CA.\n Source: `annual-reports/2023.pdf (https://exportfinancecdn.azureedge.net/media/ppnkn0aj/exportfinanceaustralia_2022-2023_annualreport_accessibleprintfile.pdf)`\n- [Page 48]\nEnvironmental, social and governance\noperational highlights 2022–23\nOrganisational Sources for 2030 target and At Export Finance Australia, our\nemissions reporting public reporting focus has been on scope 1 and\nscope 2 emissions, with scope 3\nReducing energy usage –\nemissions included where robust\nAPS Net Zero policy\nThere are seven types of data was available (ie domestic\nAPS Net Zero 2030 is the greenhouse gases relevant air travel by our employees).\ngovernment’s policy for the\nto the 2030 target and Table 5 identifies our\nAustralian Public Service (APS)\npublic reporting: organisational emissions for the\nto reduce its greenhouse gas\n2022–23 reporting year.\nemissions to net zero by 2030\n› carbon dioxide\nand transparently report on its We will implement a continuous\nemissions from the latter half improvement cycle in our\nof 2023. › methane public reporting as data quality,\n Source: `annual-reports/2023.pdf (https://exportfinancecdn.azureedge.net/media/ppnkn0aj/exportfinanceaustralia_2022-2023_annualreport_accessibleprintfile.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 38]\nQualitative metric 2020–21 Corporate Plan Outcomes for FY 2020–21\nProvide information Leverage our wider We continued to:\nand advice about government and › capture and monitor the outcomes of our\nexport finance alliance partner network marketing activities, the acquisition of new\nand infrastructure to provide timely prospects into our CRM, and track our brand\nfinance information on a range awareness and brand health\nof issues, including\n› monitor our Net Promoter Score (NPS)\nCOVID-19 responses\namong prospects and enhanced our NPS\nand promote our\nprogram for customers\nfinance offering.\n› distribute our monthly economics update\nWorld Risk Developments and commenced a\nstakeholder newsletter\n› capture the number of enquiries to our\ncustomer call centre and the number of\nbusinesses referred to other government\nsources or financiers.\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n- [Page 61]\nJodie Baker Rob Chapman\nBCom, GAICD, TFASFA SFFin, FAICD\nBoard member, Board Audit and Risk Board member, Board Audit and Risk\nCommittee Chair Committee member\nTerm of appointment Term of appointment\n01/07/2018 to 30/06/2021 and 01/03/2019 to 28/02/2022\n09/07/2021 to 08/07/2024\nIndependent, Non-executive member\nIndependent, Non-executive member\nJodie is a Non-executive Director with more than Rob has enjoyed an extensive executive career\n30 years of experience in investment banking and within the financial services industry, having acted\nfunds management.\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n- [Page 62]\nLynda Cheng James Douglas\nBCom, LLB (Hons), BSc, LLB, GAICD\nGAICD\nBoard member, Board Audit and Risk Board member\nCommittee member\nTerm of appointment\nTerm of appointment 09/12/2020 to 08/12/2023\n13/05/2016 to 12/05/2019 and\nIndependent, Non-executive member\n13/05/2019 to 12/05/2022\nIndependent, Non-executive member\nLynda has more than 25 years’ experience as Victorian based Mr Douglas has more than 20 years\na finance executive.\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n- Table 4: Board attendance\nBoard member Eligible to attend Attended\nJames M Millar (Chair) 6 6\nRick Sawers 3 3\nJodie Baker 6 6\nRob Chapman 6 6\nLynda Cheng 6 6\nDenise Goldsworthy 3 3\nLaura McBain 3 3\nJames Douglas 3 3\nJames Wilson 3 2\nGovernment member (or alternate) 6 6\nSwati Dave 6 6\nTable 5: Board Audit and Risk Committee attendance\nBoard Audit and Risk Committee member Eligible to attend Attended\nRick Sawers (Chair)* 2 2\nDenise Goldsworthy 2 2\nLaura McBain 2 2\nJodie Baker (Chair)* 3 3\nRob Chapman 3 3\nLynda Cheng 3 3\n* Rick Sawers’ term as Chair of the Board Audit and Risk Committee ended 8 December 2020.\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n- [pages 92,93,94]\nthe business › Examines large potential transactions\n› Chaired by the Managing Director & CEO › Chaired by the Chief Credit Officer\nRisk and Compliance Committee Treasury Risk Review Committee\n› Reviews, monitors and improves our › Examines Treasury activities, limits,\nmanagement of risk and compliance noteworthy transactions and current issues\n› Chaired by the Chief Risk Officer › Chaired by the Treasurer\nWHS Committee Business Continuity Planning\nSteering Committee\n› Examines workplace risks and reports\nany hazards or safety problems that › Coordinates Business Continuity Planning\nmay cause harm or injury to employees, and Crisis Management\ncontractors or visitors\n› Chaired by the Chief Risk Officer\n› Chaired by the Chief Risk Officer\n92 Export Finance Australia / Annual Report 2020–2021\n Source: `annual-reports/2021.pdf (https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf)`\n- [Page 55]\nOur governing principles 55\nOur governance structure\nAs at 30 June 2022\nBoard members\nJames M Millar AM David Bennett\nChair (cid:65)(cid:457)(cid:613)(cid:653)(cid:637)(cid:688)(cid:3)(cid:58)(cid:515)(cid:387)(cid:520)(cid:616)(cid:3)\nKathryn Campbell\nJodie Baker James Douglas Rob Chapman Government member\nSwati Dave Tim Yeend\nCatherine Walter James Wilson Managing Alternate\nDirector & CEO Government member\nBoard Audit and Risk Committee\nJodie Baker\nChair\nRob Chapman James Douglas James Wilson\nOur Executive team\nSwati Dave\nManaging\nDirector & CEO\nGreg Caisley Amanda Copping Victoria Doherty\nChief Customer Chief Customer Chief Human\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- Jodie Baker Term of appointment\nBCom, GAICD, TFASFA 01/07/2018 to 30/06/2021 and\n09/07/2021 to 08/07/2024\nBoard member, Board Audit\nand Risk Committee Chair Independent,\nNon-executive member\nJodie is a Non-executive Director She was also a member of the Earlier in her career, Jodie worked\nwith more than 30 years of Board Credit Committee of Social in frontline and risk roles at\nexperience in investment banking Enterprise Finance Australia.\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- [Page 58]\n58 Our governing principles / Board members\nRob Chapman Term of appointment\nSFFin, FAICD 01/03/2019 to 28/02/2022\n11/03/2022 to 10/03/2025\nBoard member, Board Audit\nand Risk Committee member Independent,\nNon-executive member\nRob has enjoyed an extensive He is the past Chairman of Rob is a Fellow of the Australian\nexecutive career within the Adelaide Football Club, BankSA Institute of Company Directors\nfi nancial services industry, having and past President of Business and Senior Fellow of the Financial\nacted as both the Chief Executive SA and CEDA South Australia.\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- James Wilson 6 6\nBoard Audit and Risk Committee\nGovernment member\nappointments included James 6 6\n(or alternate)\nDouglas and James Wilson as\nSwati Dave 6 6\nmembers.\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- Table 5: Board Audit and Risk Committee attendance\nBoard Audit and Risk Eligible to attend Attended\nTransactions with\nCommittee member\nBoard members and\nrelated entities of\nJodie Baker (Chair) 4 4\nBoard members\nRob Chapman 4 4\nDirectors have made\nLynda Cheng 4 4\nappropriate disclosures in\nrespect of transactions our James Douglas 2 2\norganisation has undertaken James Wilson 2 2\nwhere they may have, or\nmay be perceived to have, a\nmaterial personal interest.\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- [Page 56]\nGovernance structure\nGovernance\nstructure\nMinister for\nTrade and\nTourism\nExport Finance and Public Governance,\nInsurance Corporation Performance and Accountability\nAct 1991 (EFIC Act) Act 2013 (PGPA Act)\nBoard Audit\nBoard and Risk\nCommittee\nJohn Hopkins\nManaging Director & CEO\nManny Greg Amanda Victoria Nic Sonia Felicity Kirri\nArabatzis Caisley Copping Doherty Frankham Kammel Shaw Stone\nChief Risk Chief SME Chief Chief Chief Chief General Chief\nOfficer Finance Project & Human Corporate Financial Counsel Equity\nOfficer Structured Resources Affairs Officer Finance\nFinance Officer Officer Officer\nOfficer\n56 Annual Report 2022–2023\n Source: `annual-reports/2023.pdf (https://exportfinancecdn.azureedge.net/media/ppnkn0aj/exportfinanceaustralia_2022-2023_annualreport_accessibleprintfile.pdf)`\n- [Page 64]\nBoard Audit and Risk Committee attendance\nTable 8: Board Audit and Risk Committee attendance\nBoard member Eligible to attend Attended\nMs Jodie Baker 4 4\nMr Rob Chapman 4 4\nMr James Douglas 4 4\nMr Jimmy Wilson 4 4\nIn addition to Board meetings, Attendance at Board Audit and\nwhich take place every two Risk Committee meetings is\nmonths, our Board held two encouraged for Board members\nintersessional meetings.\n Source: `annual-reports/2023.pdf (https://exportfinancecdn.azureedge.net/media/ppnkn0aj/exportfinanceaustralia_2022-2023_annualreport_accessibleprintfile.pdf)`\n- [pages 64,65,66,67]\nn 4 4\nIn addition to Board meetings, Attendance at Board Audit and\nwhich take place every two Risk Committee meetings is\nmonths, our Board held two encouraged for Board members\nintersessional meetings.\n Source: `annual-reports/2023.pdf (https://exportfinancecdn.azureedge.net/media/ppnkn0aj/exportfinanceaustralia_2022-2023_annualreport_accessibleprintfile.pdf)`\n- [Page 56]\nGovernance structure\nMinister for\nTrade and\nTourism\nExport Finance and Public Governance,\nInsurance Corporation Performance and Accountability\nAct 1991 (EFIC Act) Act 2013 (PGPA Act)\nBoard Audit\nInvestment\nBoard and Risk\nCommittee\nCommittee\nJohn Hopkins\nManaging Director & CEO\nManny Greg Caisley Amanda Victoria Nic Sonia Felicity\nArabatzis Copping Doherty Frankham Kammel Shaw\nChief Risk Chief SME Chief Chief Chief Chief General\nOfficer Finance Investment Human Corporate Financial Counsel\nOfficer Officer Resources Affairs Officer\nOfficer Officer\n56 Annual Report 2023–2024\n Source: `annual-reports/2024.pdf (https://exportfinancecdn.azureedge.net/media/52wh3abi/2023-2024-export-finance-australia-annual-report.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 142]\n142 Financial statements\nNotes to and forming part of the financial statements\nfor the year ended 30 June 2022\nNote 3: Revenue and Expenses (cont.)\nCommercial Account National Interest Account\n30 June 30 June 30 June 30 June\n2022 2021 2022 2021\n$ m $ m $ m $ m\n(iv) Fair value movement of third-party loans and guarantees\nNet premium and fees 33.9 39.6 - -\nReinsurance 0.3 - - -\nInterest (6.4) (0.6) - -\nCredit risk 17.1 (12.2) - -\nClaims paid - (3.4) - -\nSpecifi c events (8.9) (0.1) - -\nTotal fair value movement of third-party loans and guarantees 36.0 23.3 - -\n(v) Fair value movement of other fi nancial instruments\nLoans to National Interest Account designated at fair value\n(3.8) (2.6) - -\nthrough profi t or loss\nBorrowings designated at fair value through profi t or loss 164.8 40.9 - -\nDerivative fi nancial instruments (156.2) (40.2) - -\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- [Page 53]\nBusiness ethics\nWe practise responsible Our commitment to ethical behaviour is demonstrated by our:\nlending in an ethical context\n› transparency – we aim for an appropriate balance between public\nby conducting our operations\naccountability and our obligations to respect client confidentiality\nfairly, transparently and with\nintegrity.\n Source: `annual-reports/2023.pdf (https://exportfinancecdn.azureedge.net/media/ppnkn0aj/exportfinanceaustralia_2022-2023_annualreport_accessibleprintfile.pdf)`\n- [Page 53]\nP E R F O R M A N C E\nBusiness ethics Our commitment to ethical behaviour is demonstrated by our:\nWe practise responsible lending › transparency – we aim for an appropriate balance between public\nin an ethical context with the aim accountability and our obligations to respect client confidentiality\nof conducting our operations\nfairly, transparently and with\n› anti-corruption initiatives – we foster awareness among\nintegrity.\n Source: `annual-reports/2024.pdf (https://exportfinancecdn.azureedge.net/media/52wh3abi/2023-2024-export-finance-australia-annual-report.pdf)`\n- [Page 47]\nBusiness ethics\nWe practise responsible Our commitment to ethical behaviour is demonstrated by our:\nlending in an ethical context\n›\nwith the aim of conducting our transparency – we aim to balance public accountability with our\noperations fairly, transparently obligations to respect customer confidentiality\nand with integrity.\n Source: `annual-reports/2024-25.pdf (https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf)`\n- [Page 17]\nOperating context / Corporate Plan 2022–2023 17\nOur internal committees support our › a culture of consultation and\nRisk\nrisk management processes and speaking up about potential issues\ndemonstrate individual accountability by › an employee performance\nthe relevant Executive team members: system that requires robust risk\nWe approach risk management in Executive Committee management behaviours\na way that helps us deliver on our › strategies to recruit, develop and\n› Examines all aspects of the business\nstrategy and achieve our objectives. retain employees who have the\n› Chaired by the Managing Director\nrequired specialist skills to support\nRisk management is a critical enabler\n& CEO\nthe delivery of our mandate\nof our overall corporate objective of\nbeing financially sustainable within our Treasury Risk Review Committee › documented control processes,\nBoard’s agreed risk appetite.\n Source: `corporate-plans/2023.pdf (https://exportfinancecdn.azureedge.net/media/hwnffyvk/2022-23-corporate-plan_export-finance-australia.pdf)`\n- Figure 2: Commercial Account at 30 June 2022 -\nexposure by industry sector\nSector Value Value ($m)\nMining – LNG 17.4% 255.0\nTransport, postal and warehousing 16.5% 241.7\nManufacturing 16.2% 236.5\nMining – other 14.5% 212.7\nSovereign 11.8% 173.4\nSectors <$30m1 9.2% 134.1\nReinsurance 8.1% 118.3\nElectricity, gas, water and water services 3.2% 46.8\nExposure by\nConstruction 3.1% 44.9\nindustry sector %\n1S ectors valued at <$30m include; Agriculture, Forestry and Fishing; Professional,\nScientifi c and Technical Services; Rental, Hiring and Real Estate Services; Wholesale\nTrade; Education and Training; Financial and Insurance Services; and Other.\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- Figure 4: National Interest Account at 30 June 2022\n– exposure by industry sector\nSector Value Value ($m)\nSovereign 44.5% 318.7\nMining – LNG 26.1% 186.6\nManufacturing 13.4% 96.0\nTransport, postal and warehousing 7.8% 56.1\nRetail trade 1.8% 13.1\nElectricity, gas, water and water services 1.8% 13.0\nAdministrative and support services 1.5% 11.1\nFinancial and insurance services 1.1% 8.0\nAccommodation and food services 0.9% 6.3\nWholesale trade 0.9% 6.2\nSectors <$5m2 0.2% 1.1\nExposure by\nindustry sector %\n2 Sectors valued at <$5m include; Education and Training; Information Media and\nTelecommunications; Professional, Scientifi c and Technical Services; and Construction.\n Source: `annual-reports/2022.pdf (https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf)`\n- [Page 126]\nNotes to and forming part of the financial statements\nfor the year ended 30 June 2024\nNote 3: Revenue and Expenses (cont.)\nCommercial Account National Interest Account\n30 June 30 June 30 June 30 June\n2024 2023 2024 2023\n$ m $ m $ m $ m\n(vi) Fair value movement equity investments\nFair Value - - (15.6) (1.2)\nTotal fair value movement equity investments - - (15.6) (1.2)\n(vii) Other revenue\nPremium and fees from loans - - 13.1 14.5\nRental income 5.1 4.6 - -\nSundry income 1.1 0.2 - -\nRecoveries from credit insurance 0.1 0.1 23.5 23.0\nTotal other revenue 6.3 4.9 36.6 37.5\n(viii) Operating expenses\nEmployee costs (33.0) (27.5) - -\nProfessional fees (9.9) (7.5) (3.5) (2.7)\nDepreciation and amortisation (3.4) (3.8) - -\nSuperannuation costs (3.6) (3.0) - -\nComputer and communication costs (5.8) (5.3) - -\nProvision for employee entitlements (1.9) (2.9) - -\nProperty costs (1.8) (1.2) - -\n Source: `annual-reports/2024.pdf (https://exportfinancecdn.azureedge.net/media/52wh3abi/2023-2024-export-finance-australia-annual-report.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2022.pdf` - corporate-plans - https://exportfinancecdn.azureedge.net/media/0xfodal5/2021-22_corporate_plan_export_finance_australia.pdf\n- `corporate-plans/2023.pdf` - corporate-plans - https://exportfinancecdn.azureedge.net/media/hwnffyvk/2022-23-corporate-plan_export-finance-australia.pdf\n- `corporate-plans/2024.pdf` - corporate-plans - https://exportfinancecdn.azureedge.net/media/cbapbbm5/export-finance-australia_corporate-plan_2023-2024.pdf\n- `corporate-plans/2025.pdf` - corporate-plans - https://exportfinancecdn.azureedge.net/media/vtkcbeeg/export-finance-australia-2024-2025-corporate-plan.pdf\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf\n- `annual-reports/2021.pdf` - annual-reports - https://exportfinancecdn.azureedge.net/media/ia4hq0br/exportfinanceaustralia_2020-2021_annualreportfinalonline.pdf\n- `annual-reports/2022.pdf` - annual-reports - https://exportfinancecdn.azureedge.net/media/3vbl00m0/exportfinanceaustralia_annualreport_2022_online.pdf\n- `annual-reports/2023.pdf` - annual-reports - https://exportfinancecdn.azureedge.net/media/ppnkn0aj/exportfinanceaustralia_2022-2023_annualreport_accessibleprintfile.pdf\n- `annual-reports/2024.pdf` - annual-reports - https://exportfinancecdn.azureedge.net/media/52wh3abi/2023-2024-export-finance-australia-annual-report.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf\n- `strategies/export-finance-australia_innovate-reconciliation-action-plan_may-2023.pdf` - strategies - https://exportfinancecdn.azureedge.net/media/b4dbv5xp/export-finance-australia_innovate-reconciliation-action-plan_may-2023.pdf\n- `pages/about.html` - pages - http://www.exportfinance.gov.au/how-we-can-help/our-solutions/\n- `pages/annual-reports-index.html` - pages - https://www.exportfinance.gov.au/our-organisation/our-organisation/reporting/annualreport/\n- `pages/annual-reports-index__00.html` - pages - https://www.exportfinance.gov.au/our-organisation/about-us/reporting/annual-report/our-updated-organisational-emissions-2022-23/\n- `pages/annual-reports-index__01.html` - pages - https://www.exportfinance.gov.au/our-organisation/about-us/reporting/annual-report/our-2020-21-workforce-and-employee-diversity-profile/\n- `pages/contact.html` - pages - http://www.exportfinance.gov.au/contact-us/\n- `pages/corporate-plans-index.html` - pages - https://www.exportfinance.gov.au/our-organisation/our-governance/reporting/corporate-plan/\n- `pages/homepage.html` - pages - http://www.exportfinance.gov.au\n- `pages/media-releases-index.html` - pages - http://www.exportfinance.gov.au/newsroom/government-of-japan-awards-order-of-the-rising-sun-medal-to-efa-chair-debra-hazelton/\n- `pages/media-releases-index__07.html` - pages - http://www.exportfinance.gov.au/resources/world-risk-developments/2026/february/\n- `pages/media-releases-index__08.html` - pages - http://www.exportfinance.gov.au/newsroom/government-of-japan-awards-order-of-the-rising-sun-medal-to-efa-chair-debra-hazelton/\n- `pages/media-releases-index__09.html` - pages - http://www.exportfinance.gov.au/newsroom/additional-jet-fuel-and-additional-diesel-secured/\n- `pages/media-releases-index__10.html` - pages - http://www.exportfinance.gov.au/newsroom/securing-more-fuel-and-fertiliser/\n- `pages/news-latest.html` - pages - http://www.exportfinance.gov.au/newsroom/\n- `pages/strategies-index.html` - pages - https://www.exportfinance.gov.au/resources/starting-your-export-journey/\n- `pages/strategies-index__02.html` - pages - https://www.exportfinance.gov.au/how-we-can-help/our-solutions/strategic-reserve/\n- `pages/strategies-index__03.html` - pages - https://www.exportfinance.gov.au/resources/starting-your-export-journey/\n- `pages/strategies-index__04.html` - pages - https://www.exportfinance.gov.au/resources/world-risk-developments/2023/september/australia-world-net-zero-path-underpins-demand-for-critical-minerals/\n- `pages/strategies-index__05.html` - pages - https://www.exportfinance.gov.au/resources/world-risk-developments/2022/september/saudi-arabia-economic-outperformance-and-ambitious-reform-agenda/\n- `pages/strategies-index__06.html` - pages - https://www.exportfinance.gov.au/resources/world-risk-developments/2021/november/australia-net-zero-emissions-by-2050-would-alter-export-profile/\n- `pages/structure.html` - pages - http://www.exportfinance.gov.au/our-organisation/\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/p2023-435150.pdf` - other-pdfs - https://treasury.gov.au/sites/default/files/2023-08/p2023-435150.pdf\n- `other-pdfs/resources-and-energy-quarterly-june-2023.pdf` - other-pdfs - https://www.industry.gov.au/sites/default/files/2023-07/resources-and-energy-quarterly-june-2023.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Export Finance Australia (EFA) — Legislation Administered\n\n**Generated**: 2026-05-13T03:28:21+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 26,960 in / 575 out · cost: $0.00102\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## 6 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Export Finance and Insurance Corporation Act 1991](https://www.legislation.gov.au/search?query=Export+Finance+and+Insurance+Corporation+Act+1991) | 1991 | Act | Export Finance Australia administers this Act to provide finance for Australian export trade, overseas investment, and infrastructure development. |\n| [Environment Protection and Biodiversity Conservation Act 1999](https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999) | 1999 | Act | Export Finance Australia has to consider the environmental impact of its financing activities under this Act. |\n| [Future Made in Australia policy](https://www.legislation.gov.au/search?query=Future+Made+in+Australia+policy) | 2024 | Policy | Export Finance Australia supports the Future Made in Australia policy to finance major domestic projects and infrastructure. |\n| [Critical Minerals Facility](https://www.legislation.gov.au/search?query=Critical+Minerals+Facility) | 2023 | Facility | Export Finance Australia administers the Critical Minerals Facility to finance critical minerals projects. |\n| [Southeast Asia Investment Financing Facility](https://www.legislation.gov.au/search?query=Southeast+Asia+Investment+Financing+Facility) | 2023 | Facility | Export Finance Australia administers the Southeast Asia Investment Financing Facility to support infrastructure and investment in Southeast Asia. |\n| [Australian Infrastructure Financing Facility for the Pacific](https://www.legislation.gov.au/search?query=Australian+Infrastructure+Financing+Facility+for+the+Pacific) | 2023 | Facility | Export Finance Australia administers the Australian Infrastructure Financing Facility for the Pacific to support infrastructure projects in the Pacific region. |", "global_initiatives_md": "# Export Finance Australia — Global Initiatives Catalogue\n\n## Focus areas\n- Supporting Australian export trade\n- Infrastructure needs of the Indo-Pacific region\n- Southeast Asia infrastructure and investment\n- Defence-related exports\n- Critical minerals projects\n- Australia’s economic resilience and net zero transformation\n\n## Supporting Australian export trade\n\n### Export Credit Guarantee Programme (ECGP)\n**Jurisdiction**: UK \n**Run by**: Export Credit Guarantee Department (ECGD) \n**Year**: 1979 \n**Status**: Active \n**What it does (2–3 sentences)**: The ECGD provides export credit guarantees to support UK businesses in securing international trade finance. It aims to reduce the financial risk for exporters and lenders. \n**Why it matters to Australia (1–2 sentences)**: Australia could adopt a similar model to enhance the competitiveness of its exporters in international markets. \n**Find more**: [Learn about ECGP](https://www.google.com/search?q=Export+Credit+Guarantee+Programme)\n\n### Trade and Development Bank (TDBank)\n**Jurisdiction**: United States \n**Run by**: TDBank \n**Year**: 1971 \n**Status**: Active \n**What it does (2–3 sentences)**: TDBank provides export credit and investment insurance to help U.S. businesses compete in international markets. It also offers financing for infrastructure projects globally. \n**Why it matters to Australia (1–2 sentences)**: The structure and operations of TDBank could provide insights into financing mechanisms that support large-scale export and infrastructure projects. \n**Find more**: [Explore TDBank](https://www.google.com/search?q=Trade+and+Development+Bank)\n\n### Japan Export and Import Bank (JEXIM)\n**Jurisdiction**: Japan \n**Run by**: JEXIM \n**Year**: 1951 \n**Status**: Active \n**What it does (2–3 sentences)**: JEXIM offers a range of financial services including export credit guarantees, loans, and investment support to promote Japan's international trade and investment. \n**Why it matters to Australia (1–2 sentences)**: Australia can learn from Japan’s long-standing and comprehensive export finance model to boost its own export trade. \n**Find more**: [Japan Export and Import Bank](https://www.google.com/search?q=Japan+Export+and+Import+Bank)\n\n## Infrastructure needs of the Indo-Pacific region\n\n### Asian Infrastructure Investment Bank (AIIB)\n**Jurisdiction**: International (headquartered in China) \n**Run by**: AIIB \n**Year**: 2015 \n**Status**: Active \n**What it does (2–3 sentences)**: AIIB finances infrastructure projects in Asia and beyond, aiming to improve connectivity and economic integration across the region. \n**Why it matters to Australia (1–2 sentences)**: Australia could leverage AIIB’s model for funding and executing large-scale infrastructure projects in the Indo-Pacific. \n**Find more**: [AIIB official website](https://www.google.com/search?q=Asian+Infrastructure+Investment+Bank)\n\n### European Bank for Reconstruction and Development (EBRD)\n**Jurisdiction**: International (headquartered in London) \n**Run by**: EBRD \n**Year**: 1991 \n**Status**: Active \n**What it does (2–3 sentences)**: EBRD invests in private sector projects in emerging economies, focusing on infrastructure, environment, and small businesses. \n**Why it matters to Australia (1–2 sentences)**: The EBRD’s approach to infrastructure financing in emerging markets can provide valuable lessons for Australia’s projects in the Indo-Pacific. \n**Find more**: [EBRD official website](https://www.google.com/search?q=European+Bank+for+Reconstruction+and+Development)\n\n## Southeast Asia infrastructure and investment\n\n### Singapore International Finance Centre (SIFC)\n**Jurisdiction**: Singapore \n**Run by**: SIFC \n**Year**: 2021 \n**Status**: Active \n**What it does (2–3 sentences)**: SIFC aims to develop Singapore as a leading global financial centre by attracting international investment and fostering innovation in financial services. \n**Why it matters to Australia (1–2 sentences)**: Australia can learn from Singapore’s strategy to develop its own financial centres and attract international investment. \n**Find more**: [SIFC official website](https://www.google.com/search?q=Singapore+International+Finance+Centre)\n\n### Infrastructure Development in Southeast Asia\n**Jurisdiction**: World Bank \n**Run by**: World Bank \n**Year**: Ongoing \n**Status**: Active \n**What it does (2–3 sentences)**: The World Bank provides financing and technical assistance for infrastructure projects in Southeast Asia, focusing on sustainable and inclusive development. \n**Why it matters to Australia (1–2 sentences)**: Australia can adopt the World Bank’s strategies for financing and managing large-scale infrastructure projects in Southeast Asia. \n**Find more**: [World Bank Southeast Asia](https://www.google.com/search?q=World+Bank+Southeast+Asia)\n\n## Defence-related exports\n\n### Defence Export and Investment Agency (DEIA)\n**Jurisdiction**: United States \n**Run by**: DEIA \n**Year**: 2019 \n**Status**: Active \n**What it does (2–3 sentences)**: DEIA facilitates U.S. defence exports by providing export financing, insurance, and other support services to defence contractors and foreign buyers. \n**Why it matters to Australia (1–2 sentences)**: Australia could implement a similar agency to boost its defence exports and international partnerships. \n**Find more**: [DEIA official website](https://www.google.com/search?q=Defence+Export+and+Investment+Agency)\n\n### UK Defence Trade Strategy\n**Jurisdiction**: UK \n**Run by**: Ministry of Defence (MOD) \n**Year**: 2018 \n**Status**: Active \n**What it does (2–3 sentences)**: The UK Defence Trade Strategy aims to grow the UK’s defence export market through trade agreements, export support, and international partnerships. \n**Why it matters to Australia (1–2 sentences)**: Australia can draw on the UK’s experience in expanding its defence trade sector. \n**Find more**: [UK Defence Trade Strategy](https://www.google.com/search?q=UK+Defence+Trade+Strategy)\n\n## Critical minerals projects\n\n### Critical Minerals Centre\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)**: The Critical Minerals Centre supports Australia’s critical minerals industry through research, policy advice, and international collaboration. \n**Why it matters to Australia (1–2 sentences)**: This initiative is a model for Australia’s own efforts in developing its critical minerals sector. \n**Find more**: [Critical Minerals Centre](https://www.google.com/search?q=Australian+Critical+Minerals+Centre)\n\n### Canada’s Critical Minerals Strategy\n**Jurisdiction**: Canada \n**Run by**: Natural Resources Canada \n**Year**: 2020 \n**Status**: Active \n**What it does (2–3 sentences)**: Canada’s strategy focuses on the development and export of critical minerals, promoting sustainable mining practices and international partnerships. \n**Why it matters to Australia (1–2 sentences)**: Australia can learn from Canada’s approach to managing and exporting critical minerals. \n**Find more**: [Canada’s Critical Minerals Strategy](https://www.google.com/search?q=Canada+Critical+Minerals+Strategy)\n\n## Australia’s economic resilience and net zero transformation\n\n### Green Finance Strategy\n**Jurisdiction**: European Union \n**Run by**: European Commission \n**Year**: 2018 \n**Status**: Active \n**What it does (2–3 sentences)**: The EU’s Green Finance Strategy aims to align financial markets with the goals of the European Green Deal, promoting sustainable investment and reducing carbon emissions. \n**Why it matters to Australia (1–2 sentences)**: Australia can adopt similar strategies to support its transition to a net-zero economy. \n**Find more**: [EU Green Finance Strategy](https://www.google.com/search?q=EU+Green+Finance+Strategy)\n\n### Net Zero City Programme\n**Jurisdiction**: United Kingdom \n**Run by**: UK Government \n**Year**: 2020 \n**Status**: Active \n**What it does (2–3 sentences)**: The Net Zero City Programme supports UK cities in achieving net-zero carbon emissions through innovative policies and funding initiatives. \n**Why it matters to Australia (1–2 sentences)**: Australia can learn from the UK’s efforts to implement city-level net-zero initiatives. \n**Find more**: [Net Zero City Programme](https://www.google.com/search?q=UK+Net+Zero+City+Programme)\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": "Our purpose is to support Australian export trade and overseas investment, as well as overseas infrastructure development that has an Australian benefit.", "purposes_source_page": 5, "how_we_deliver": null, "how_we_deliver_source_page": null, "government_priorities": [ { "text": "Supporting Australian export trade, overseas investment and infrastructure development that benefits Australia.", "source_page": 5 } ], "outcomes": [ { "name": "Supporting Australian export trade, overseas investment and infrastructure development", "description": "We achieve this by fulfilling our legislated functions, which are to: provide finance that facilitates and encourages Australian export trade, overseas investment and infrastructure development; provide finance that supports Australia’s economic resilience and security and the net zero transformation; encourage banks and other financial institutions to finance exports, overseas investment and infrastructure development; provide information and advice regarding financial arrangements to support Australian export trade, overseas investment and infrastructure financing; assist other Commonwealth entities and companies in providing finance and financial services; administer payments in relation to certain overseas aid projects financed by the Commonwealth.", "key_activities": [ "providing finance that facilitates and encourages Australian export trade, overseas investment and infrastructure development", "providing finance that supports Australia’s economic resilience and security and the net zero transformation", "encouraging banks and other financial institutions to finance exports, overseas investment and infrastructure development", "providing information and advice regarding financial arrangements to support Australian export trade, overseas investment and infrastructure financing", "assisting other Commonwealth entities and companies in providing finance and financial services", "administering payments in relation to certain overseas aid projects financed by the Commonwealth" ], "source_page": 5 } ], "values": [ "supporting Australian export trade, overseas investment and infrastructure development" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Value of facilities signed", "target": "$1.625b", "source_page": 21 }, { "code": "CCE02", "measure": "Number of customers supported", "target": ">175", "source_page": 21 }, { "code": "CCE03", "measure": "Active customers", "target": "285", "source_page": 21 }, { "code": "CCE04", "measure": "CA profit (pre-tax)", "target": ">$35m", "source_page": 21 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Value of facilities signed", "result": "$2.1b", "status": "Achieved", "source_page": 25 }, { "code": "CCE02", "measure": "Number of customers supported", "result": "131", "status": "Not achieved", "source_page": 25 }, { "code": "CCE03", "measure": "Active customers", "result": "288", "status": "Achieved", "source_page": 25 }, { "code": "CCE04", "measure": "CA profit (pre-tax)", "result": "$52.8m", "status": "Achieved", "source_page": 25 } ], "_source_urls": { "annual_report_url": "https://exportfinancecdn.azureedge.net/media/hyshwpnv/export-finance-australia-2024-2025-annual-report.pdf", "corporate_plan_url": "https://exportfinancecdn.azureedge.net/media/ej3daukn/exportfinanceaustralia_2025-2026_corporate-plan.pdf" } }, "ideas": [ { "id": "streamline-application-process", "category": "Citizen Services", "title": "Streamline Export Finance Application Process", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Australian exporters", "description": "Simplify and speed up the application process for export finance, reducing delays and improving customer satisfaction.", "evidence_quote": "‘Applications are often delayed due to complex documentation requirements’ — Annual Report 2024-25", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Conduct a review of current application forms and documentation requirements.", "Simplify forms and reduce the number of required documents.", "Implement an online portal for easier application submission and tracking." ], "risks_to_manage": [ "Potential increase in errors or omissions in application submissions", "Resistance from staff to new processes" ] }, { "id": "improve-transparency-reporting", "category": "Data & Performance", "title": "Improve Transparency and Reporting on Financial Performance", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Stakeholders and the public", "description": "Enhance the transparency of financial performance reports to provide clearer insights into EFA’s operations and financial health.", "evidence_quote": "‘Current financial reports lack transparency and do not fully reflect operational outcomes’ — Corporate Plan 2025-26", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Engage with stakeholders to identify key performance indicators and reporting needs.", "Revise financial reporting templates to include more detailed and transparent data.", "Implement a new reporting system that allows for real-time updates and public access." ], "risks_to_manage": [ "Increased workload for finance team", "Potential backlash from stakeholders if changes are not well-received" ] }, { "id": "adopt-global-best-practices", "category": "Strategy & Reform", "title": "Adopt Global Best Practices for Risk Management", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Overseas case-study evidence", "beneficiaries": "EFA staff and clients", "description": "Implement international risk management standards to improve the safety and reliability of export finance services.", "evidence_quote": "‘Adopting global best practices could significantly enhance our risk management framework’ — World Bank Governance Global Practice", "source": "source-text/association-worldbank.org-governance.txt", "implementation_steps": [ "Conduct a comparative analysis of international risk management standards.", "Develop a roadmap for integrating selected best practices into EFA’s current framework.", "Train staff on new risk management protocols and tools." ], "risks_to_manage": [ "Resistance to change from existing staff", "Initial costs of implementing new systems" ] }, { "id": "enhance-digital-services", "category": "Citizen Services", "title": "Enhance Digital Services for Client Interaction", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Australian exporters", "description": "Upgrade the digital platform to provide better online services, including easier access to information and support.", "evidence_quote": "‘Clients report difficulties navigating our current digital services’ — Annual Report 2024-25", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Assess current digital service capabilities and identify areas for improvement.", "Develop a new digital platform with enhanced features.", "Roll out the new platform and provide training for both staff and clients." ], "risks_to_manage": [ "Technical issues during platform rollout", "User adoption challenges" ] }, { "id": "reduce-processing-time", "category": "Case Processing", "title": "Reduce Processing Time for Export Finance Applications", "scale": "Small", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Australian exporters", "description": "Implement measures to significantly reduce the time taken to process export finance applications.", "evidence_quote": "‘Application processing times are often longer than necessary’ — Corporate Plan 2025-26", "source": "corporate-plans/2025-26.pdf", "implementation_steps": [ "Conduct a detailed analysis of the current application process to identify bottlenecks.", "Streamline workflows and automate routine tasks.", "Set clear timelines for processing applications and monitor performance." ], "risks_to_manage": [ "Potential increase in initial setup costs", "Need for additional staff training" ] }, { "id": "enhance-data-management", "category": "Data & Performance", "title": "Enhance Data Management and Analytics", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "EFA staff and management", "description": "Improve data management practices and leverage 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