{ "entity_id": "B-001946", "folder": "Industry-Capability-Network-Limited", "name": "Industry Capability Network Limited", "type": "Statutory Agreement Body", "jurisdiction": "Commonwealth", "portfolio": "Industry, Science and Resources", "website": "http://www.icn.org.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 9, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 4, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "Driving economic growth in Australia and New Zealand by supporting local businesses and employment through a trusted Network. [AR p.4]", "official_site_url": "http://www.icn.org.au", "source_documents": [ { "type": "annual_report", "title": "Download", "url": "https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "Download", "url": "https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "Download", "url": "https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "Download", "url": "https://icn.org.au/wp-content/uploads/2023/07/ICNL-Annual-Report-2021-22.pdf", "period": "2021-22", "confidence": "high" } ], "purpose": { "text": "Driving economic growth in Australia and New Zealand by supporting local businesses and employment through a trusted Network. [AR p.4]", "source_url": "", "source_page": 4, "source_deep_url": "" }, "vision": { "text": "To contribute to increased economic activity for Australia and New Zealand, by assisting industries to gain a greater share of domestic and international business opportunities. [AR p.4]", "source_url": "", "source_page": 4, "source_deep_url": "" }, "strategic_priorities": [ { "title": "Future Made in Australia priorities", "description": "Future Made in Australia priorities", "source_url": "", "source_page": 18, "source_deep_url": "" } ], "values": [ { "name": "Innovation", "description": "", "source_url": "", "source_page": null }, { "name": "Integrity", "description": "", "source_url": "", "source_page": null }, { "name": "Collaboration", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Supporting Australian Industry", "description": "ICN plays a key role in supporting Australian industry through the Australian Industry Participation (AIP) plan. This is achieved through managing our national database of industry capability and project opportunities – Gateway by ICN. [AR p.9]", "activities": [ "Managing national database of industry capability and project opportunities", "Facilitating project proponents to suitable suppliers, project managers and business opportunities" ], "source_url": "", "source_page": 9, "source_deep_url": "" }, { "name": "Outcome 2: Representing Australia’s True Capability", "description": "The ICN National Office continues to work on improving and expanding functionality for our flagship application, Gateway by ICN, based on industry best practices. This ensures continuous improvement for our modern platform. [AR p.11]", "activities": [ "Improving and expanding functionality for Gateway by ICN", "Gathering and assessing company capability through Offerings feature" ], "source_url": "", "source_page": 11, "source_deep_url": "" }, { "name": "Outcome 3: Amplifying Australia’s Capability", "description": "We have been exploring more avenues to focus on the supplier capabilities that industries are looking for right now. By utilising our Topics feature, governments and industry associations can zero in on the companies and projects sharing a common regional or sector goal. [AR p.12]", "activities": [ "Exploring avenues to focus on supplier capabilities", "Utilising Topics feature to identify companies and projects sharing common goals" ], "source_url": "", "source_page": 12, "source_deep_url": "" }, { "name": "Outcome 4: Analysing Australia’s Capability", "description": "Perspective by ICN reports continued to be delivered to State and Federal Governments and industry, including the National Rolling Stock Manufacturing survey for the Office of National Rail Industry Coordination. Perspective by ICN is being transformed into a comprehensive decision-support platform. [AR p.13]", "activities": [ "Delivering Perspective by ICN reports", "Transforming Perspective by ICN into a decision-support platform" ], "source_url": "", "source_page": 13, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Local content and supplier data", "target": "To ensure Australian projects are serviced by Australian businesses", "latest_result": "ICNL’s database was used by Government as a source of sovereign capability data", "status": "Achieved", "target_source_url": "", "target_source_page": 18, "result_source_url": "https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf", "result_source_page": 18 } ], "document_alignment_terms": { "must_support": [ "Driving economic growth in Australia and New Zealand by supporting local businesses and employment through a trusted Network. [AR p.4]", "To contribute to increased economic activity for Australia and New Zealand, by assisting industries to gain a greater share of domestic and international business opportunities. [A", "Future Made in Australia priorities" ], "watch_terms": [ "Local content and supplier data" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Industry Capability Network Limited — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)\n\n## Vision\n\n> To contribute to increased economic activity for Australia and New Zealand, by assisting industries to gain a greater share of domestic and international business opportunities. [AR p.4](https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf#page=4) [CP p.4]\n\n## Our purpose / purposes\n\n> Driving economic growth in Australia and New Zealand by supporting local businesses and employment through a trusted Network. [AR p.4](https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf#page=4) [CP p.4]\n\n## How we deliver\n\n> We work to stimulate and foster an open and competitive marketplace for Australian and New Zealand industry so that:\n• local industry participation remains strong.\n• Australian and NZ businesses, particularly SMEs, have a fair share of domestic business opportunities. [AR p.4](https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf#page=4) [CP p.4]\n\n## Government priorities for this department\n\n- Future Made in Australia priorities [CP p.18]\n\n## Outcomes\n\n### Outcome 1: Supporting Australian Industry\nICN plays a key role in supporting Australian industry through the Australian Industry Participation (AIP) plan. This is achieved through managing our national database of industry capability and project opportunities – Gateway by ICN. [AR p.9](https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf#page=9) [CP p.9]\n\n**Key activities:**\n- Managing national database of industry capability and project opportunities\n- Facilitating project proponents to suitable suppliers, project managers and business opportunities\n\n### Outcome 2: Representing Australia’s True Capability\nThe ICN National Office continues to work on improving and expanding functionality for our flagship application, Gateway by ICN, based on industry best practices. This ensures continuous improvement for our modern platform. [AR p.11](https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf#page=11) [CP p.11]\n\n**Key activities:**\n- Improving and expanding functionality for Gateway by ICN\n- Gathering and assessing company capability through Offerings feature\n\n### Outcome 3: Amplifying Australia’s Capability\nWe have been exploring more avenues to focus on the supplier capabilities that industries are looking for right now. By utilising our Topics feature, governments and industry associations can zero in on the companies and projects sharing a common regional or sector goal. [AR p.12](https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf#page=12) [CP p.12]\n\n**Key activities:**\n- Exploring avenues to focus on supplier capabilities\n- Utilising Topics feature to identify companies and projects sharing common goals\n\n### Outcome 4: Analysing Australia’s Capability\nPerspective by ICN reports continued to be delivered to State and Federal Governments and industry, including the National Rolling Stock Manufacturing survey for the Office of National Rail Industry Coordination. Perspective by ICN is being transformed into a comprehensive decision-support platform. [AR p.13](https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf#page=13) [CP p.13]\n\n**Key activities:**\n- Delivering Perspective by ICN reports\n- Transforming Perspective by ICN into a decision-support platform\n\n## Values and principles\n\n_ICNL Values_\n\n- Innovation\n- Integrity\n- Collaboration\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Local content and supplier data | To ensure Australian projects are serviced by Australian businesses | CP p.18 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Local content and supplier data | ICNL’s database was used by Government as a source of sovereign capability data | Achieved | [AR p.18](https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf#page=18)(https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf#page=18) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Industry Capability Network Limited - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:24:28.791316+00:00\n**Entity ID**: B-001946\n**Entity type**: Statutory Agreement Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Industry, Science and Resources\n**Website**: http://www.icn.org.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 | 4 |\n| other-pdfs | 5 |\n| pages | 2 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 41]\nANNUAL REPORT 2022–23\nIndustry Capability Network Limited\nNotes to the consolidated financial statements\n30 June 2023\nNote 1.Significant accounting policies\n1.1 Basis of preparation\nThe financial report is a general purpose financial report, which has been prepared in accordance with\nthe requirements of the Corporations Act 2001, Australian Accounting Standards - Simplified\nDisclosures and other authoritative pronouncements of the Australian Accounting Standards Board.\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- The Board continues to focus on our purpose and To my fellow Board Directors, thank you for your\nour positive impact on the Network and industry commitment to our vision, dedication to our mission\nas a whole.\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- [Page 46]\nIndustry Capability Network Limited\nNotes to the consolidated financial statements\n30 June 2024\nNote 1.Significant accounting policies\n1.1 Basis of preparation\nThe financial report is a general purpose financial report, which has been prepared in accordance with\nthe requirements of the Corporations Act 2001, Australian Accounting Standards - Simplified\nDisclosures and other authoritative pronouncements of the Australian Accounting Standards Board.\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- [Page 38]\nBACK TO CONTENTS\nIndustry Capability Network Limited\nABN 85 068 571 513\nNotes to the Consolidated Financial Statements\nNote 1 – Material accounting policies\n1.1 Basis of Preparation\nThe consolidated financial statement is a general purpose financial report, which has been prepared in\naccordance with the requirements of the Corporations Act 2001, Australian Accounting Standards - Simplified\nDisclosures and other authoritative pronouncements of the Australian Accounting Standards Board.\n Source: `annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)`\n\n### Role and Functions\n\n- [Page 3]\nCONTENTS\nABOUT ICN 1 COMMUNICATIONS AND ENGAGEMENT 19\nYEAR IN REVIEW 2 Engagement with Government\nand industry 19\nICN IN NUMBERS 3\nStrategic insights and sustainability 19\nCHAIR REPORT 4 Commitment to feedback and\ncontinuous improvement 19\nCEO REPORT 6\nKey initiatives and achievements 20\nVALUE DELIVERY 8\nCASE STUDY 22\nSupporting Australian industry 8\nHow Park Fuels is fueling Snowy 2.0 22\nMapping Australia’s capability 8\nTECHNOLOGY SYSTEMS 24\nUser experience 10\nSecurity-first approach 10 Gateway by ICN 24\nLooking forward 10\nTopics by ICN 24\nSystems security 24\nEMPLOYEE ENGAGEMENT 11\nSystems growth 24\nInvesting in our people 11\nGOVERNANCE 25\nORGANISATIONAL STRUCTURE 12\nSTRATEGIC\nOPERATIONS 13\nDIRECTION 26\nFUNCTIONS AND FOCUS 14\nCOMPANY MEMBERSHIP 28\nNATIONAL SUPPORT 15\nBOARD COMPOSITION 29\nICN Strategic Plan 15\nBOARD COMMITTEES 31\nNATIONAL WORKING GROUPS 16\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- Chairman’s Review 2\n2021-22 Highlights 4\nChief Executive Officer’s Report 5\nFunction and Focus 7\nValue Delivery 8\nNational Support 9\nMarketing and Communications 10\nCase Study 12\nTechnology Systems 14\nStrategic Direction 16\nAppendix 1 Company Membership 19\nAppendix 2 Employee Details 20\nAppendix 3 Board Composition 21\nAppendix 4 Board Committees 22\nAppendix 5 ICN Contact Details 23\nAppendix 6 Independent Audit Report and Declaration 24\nAppendix 7 Financial Statements 25\n1\n Source: `annual-reports/2021-22.pdf (https://icn.org.au/wp-content/uploads/2023/07/ICNL-Annual-Report-2021-22.pdf)`\n- Chairman’s Review 2\n2022-23 Highlights 4\nChief Executive Officer’s Report 5\nFunction and Focus 7\nValue Delivery 8\nNational Support 9\nMarketing and Communications 10\nCase Study 13\nTechnology Systems 16\nStrategic Direction 18\nStrategic Partners 20\nAppendix 1 Company Membership 21\nAppendix 2 Employee Details 22\nAppendix 3 Board Composition 23\nAppendix 4 Board Committees 24\nAppendix 5 Icn Contact Details 25\nAppendix 6 Independent Audit Report and Declaration 26\nAppendix 7 Financial Statement 28\n1\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- [Page 3]\nBACK TO CONTENTS\nCONTENTS\nChairman’s Review 3\nCEO’s Report 4\nHighlights at A Glance 6\nSupporting Australian Industry 7\n40th Birthday 8\nRepresenting Australia’s True Capability 9\nAmplifying Australia’s Capability 10\nAnalysing Australia’s Capability 12\nInvesting in Our People 14\nOrganisational Chart 15\nEmbracing the Future 16\nFunction and Focus 17\nStrategic PARTNERS 19\nAppendix 1: Company Membership 20\nAppendix 2: Board Composition 21\nAppendix 3: Independent Audit Report and Declaration 23\nAppendix 4: Financial Statements 26\nANNUAL REPORT 2024–25 1\n Source: `annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)`\n- We have also fulfilled our other responsibilities in accordance with\nthe Code. (cid:3)\nWe confirm that the independence declaration required by the Corporations Act 2001, which has been given\nto the directors of the Group, would be in the same terms if given to the directors as at the time of this\nauditor’s report.(cid:3)\nWe believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our\nopinion.(cid:3)\n(cid:3)\n Source: `annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)`\n- Suppliers\nFind your next project\nTap into big and small projects in infrastructure, transport, mining, energy and more\nGet industry advice and support from our Australia-wide network of experts\nMaximise your exposure to major project owners and supply chains\nLearn about new and upcoming opportunities before your competitors\nProject owners\nStreamlined procurement\nSave time and money in your procurement process\nMeet procurement corporate responsibility and regulatory obligations\nGet unparalleled access to thousands of qualified suppliers and services\nUncover powerful supply chain solutions, backed by expert advice and support\nVisit Gateway by ICN\nLatest news\nView all news\n04 Mar, 2026\nEnsuring Local Participation for Macquarie Point Stadium\nThe Industry Capability Network (ICN) Tasmania will serve as the central portal for Tasmanian businesses to register their capability profiles.\n#B2B\n Source: `pages/homepage.html (http://www.icn.org.au)`\n\n### Strategic Priorities\n\n- [Page 19]\nANNUAL REPORT 2022–23\nSYSTEM SECURITY FUTURE GOALS\nThe IT team’s first priority will always be the security In 2023-24 the major focus for the ICN National\nof ICN IT systems.\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- Chairman’s Review 2\n2021-22 Highlights 4\nChief Executive Officer’s Report 5\nFunction and Focus 7\nValue Delivery 8\nNational Support 9\nMarketing and Communications 10\nCase Study 12\nTechnology Systems 14\nStrategic Direction 16\nAppendix 1 Company Membership 19\nAppendix 2 Employee Details 20\nAppendix 3 Board Composition 21\nAppendix 4 Board Committees 22\nAppendix 5 ICN Contact Details 23\nAppendix 6 Independent Audit Report and Declaration 24\nAppendix 7 Financial Statements 25\n1\n Source: `annual-reports/2021-22.pdf (https://icn.org.au/wp-content/uploads/2023/07/ICNL-Annual-Report-2021-22.pdf)`\n- Chairman’s Review 2\n2022-23 Highlights 4\nChief Executive Officer’s Report 5\nFunction and Focus 7\nValue Delivery 8\nNational Support 9\nMarketing and Communications 10\nCase Study 13\nTechnology Systems 16\nStrategic Direction 18\nStrategic Partners 20\nAppendix 1 Company Membership 21\nAppendix 2 Employee Details 22\nAppendix 3 Board Composition 23\nAppendix 4 Board Committees 24\nAppendix 5 Icn Contact Details 25\nAppendix 6 Independent Audit Report and Declaration 26\nAppendix 7 Financial Statement 28\n1\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- [Page 5]\nICN LIMITED ANNUAL REPORT 2021–22\nThere has been significant growth in the strategic delivery to priority\nmanufacturing sectors.\n Source: `annual-reports/2021-22.pdf (https://icn.org.au/wp-content/uploads/2023/07/ICNL-Annual-Report-2021-22.pdf)`\n- [Page 5]\nANNUAL REPORT 2022–23\nThere has been significant growth in the strategic delivery to priority\nmanufacturing sectors.\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- Derek Lark\nElizabeth Edwards\nRebecca Woods\nStuart Kenny Term ended 31 December 2022\nTimothy Turner\nWarren Tegg Term ended 6 July 2022\nChristine Bridges-Taylor Term commenced 1 January 2023\nAndrew Cleary Term commenced 1 April 2023\nReview of operations\nThe net result after tax of the Group for year ended 30 June 2023 was ($248,310) (2022: $122,881).\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- [Page 41]\nANNUAL REPORT 2022–23\nIndustry Capability Network Limited\nNotes to the consolidated financial statements\n30 June 2023\nNote 1.Significant accounting policies\n1.1 Basis of preparation\nThe financial report is a general purpose financial report, which has been prepared in accordance with\nthe requirements of the Corporations Act 2001, Australian Accounting Standards - Simplified\nDisclosures and other authoritative pronouncements of the Australian Accounting Standards Board.\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- [Page 3]\nCONTENTS\nABOUT ICN 1 COMMUNICATIONS AND ENGAGEMENT 19\nYEAR IN REVIEW 2 Engagement with Government\nand industry 19\nICN IN NUMBERS 3\nStrategic insights and sustainability 19\nCHAIR REPORT 4 Commitment to feedback and\ncontinuous improvement 19\nCEO REPORT 6\nKey initiatives and achievements 20\nVALUE DELIVERY 8\nCASE STUDY 22\nSupporting Australian industry 8\nHow Park Fuels is fueling Snowy 2.0 22\nMapping Australia’s capability 8\nTECHNOLOGY SYSTEMS 24\nUser experience 10\nSecurity-first approach 10 Gateway by ICN 24\nLooking forward 10\nTopics by ICN 24\nSystems security 24\nEMPLOYEE ENGAGEMENT 11\nSystems growth 24\nInvesting in our people 11\nGOVERNANCE 25\nORGANISATIONAL STRUCTURE 12\nSTRATEGIC\nOPERATIONS 13\nDIRECTION 26\nFUNCTIONS AND FOCUS 14\nCOMPANY MEMBERSHIP 28\nNATIONAL SUPPORT 15\nBOARD COMPOSITION 29\nICN Strategic Plan 15\nBOARD COMMITTEES 31\nNATIONAL WORKING GROUPS 16\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- [Page 46]\nIndustry Capability Network Limited\nNotes to the consolidated financial statements\n30 June 2024\nNote 1.Significant accounting policies\n1.1 Basis of preparation\nThe financial report is a general purpose financial report, which has been prepared in accordance with\nthe requirements of the Corporations Act 2001, Australian Accounting Standards - Simplified\nDisclosures and other authoritative pronouncements of the Australian Accounting Standards Board.\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- This is achieved through managing\n• Oil & Gas Asia 2024 event in Malaysia – Sep 2024\nour national database of industry capability and\n• AusInnovation Industry papers – September 2024\nproject opportunities – Gateway by ICN.\n• AIDN Policy Symposium and Sovereign\nThrough Gateway by ICN, and our Australian-wide Capability Showcase – November 2024\nnetwork of industry experts, ICN helps businesses • Energy Exchange Australia, Perth – March 2025\nand government achieve higher local content as\n• Australian Manufacturing Week, Melbourne –\nwell as ensuring project proponents comply with\nMay 2025\nlegislation and meet their obligations under the\n• Small Business Roundtable with Katy Gallagher\nJobs Act.\n– December 2025\nICN maintains a consistent and strong presence • Innovation Central Canberra showcase events\nat key industry events across Australia, • Finalist AIIA awards – June 2025\n Source: `annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Derek Lark\nElizabeth Edwards\nRebecca Woods\nStuart Kenny Term ended 31 December 2022\nTimothy Turner\nWarren Tegg Term ended 6 July 2022\nChristine Bridges-Taylor Term commenced 1 January 2023\nAndrew Cleary Term commenced 1 April 2023\nReview of operations\nThe net result after tax of the Group for year ended 30 June 2023 was ($248,310) (2022: $122,881).\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- This is achieved through managing\n• Oil & Gas Asia 2024 event in Malaysia – Sep 2024\nour national database of industry capability and\n• AusInnovation Industry papers – September 2024\nproject opportunities – Gateway by ICN.\n• AIDN Policy Symposium and Sovereign\nThrough Gateway by ICN, and our Australian-wide Capability Showcase – November 2024\nnetwork of industry experts, ICN helps businesses • Energy Exchange Australia, Perth – March 2025\nand government achieve higher local content as\n• Australian Manufacturing Week, Melbourne –\nwell as ensuring project proponents comply with\nMay 2025\nlegislation and meet their obligations under the\n• Small Business Roundtable with Katy Gallagher\nJobs Act.\n– December 2025\nICN maintains a consistent and strong presence • Innovation Central Canberra showcase events\nat key industry events across Australia, • Finalist AIIA awards – June 2025\n Source: `annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)`\n- Find out more\nEverything you need to get work and get work done for:\nSuppliers - local service providers\nBuyers - project owners\nGovernment - federal, state and local departments, agencies and authorities\nMarket analysts - economic, procurement and supply chain\nEverything you need to get work and get work done for:\nSuppliers - local service providers\nBuyers - project owners\nGovernment - federal, state and local departments, agencies and authorities\nMarket analysts - economic, procurement and supply chain\nIn 2024 - 25\nICN Achieved\n$\n3.06\nB+\nValue of wins\n110\nNew projects listed\n2,791\nNew work packages listed\n8,509\nNumber of awarded companies\nFigures From 30 June 2024 - 1 July 2025\nIn 2024 - 25\nICN Achieved\n$3.06B+\nValue of wins\n110\nNew projects listed\n2,791\nNew work packages listed\n8,509\nNumber of awarded companies\nFigures From 30 June 2024 - 1 July 2025\n Source: `pages/homepage.html (http://www.icn.org.au)`\n- [Page 33]\nANNUAL REPORT 2022–23\nIndustry Capability Network Limited\nDirectors' Report\n30 June 2023\nLikely developments and expected results\nLikely developments in the operations of the Group and the expected results of those operations in\nfuture financial years have not been included in this report as the inclusion of such information is likely\nto result in unreasonable prejudice to the Group.\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- [pages 11,12,13,14]\n’s Executive Directors met on 23 March 2023\n• Enhancing the ICN database on industry in Sydney to review the accomplishments of the\nprevious strategic plan and develop strategic goals\ncapability, by leveraging external data sources.\nfor 2023-24.\n• Encouraging best practice operations across\nTo ensure the successful implementation of current\nICN Offices.\nstrategic goals, ICN representatives meet every\n• Encouraging the adoption of a unified approach 30 days to measure progress and outcomes.\nto products and service delivery, to ensure\nnational consistency.\n• Coordinating and acting as secretariat for\nmeetings of national significance.\n• Making submissions on matters of national\ninterest as agreed by the ICN Offices.\n• Representing the collective interests of ICN Offices\nat national forums.\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- The result of the improvements\nenterprises within the ICN database.\nto ICN Gateway was 261% increase in attractiveness,\n368% increase in functionality and 238% in efficiency • Increase profile of social and sustainable\n(task completion). procurement nationally.\n Source: `annual-reports/2021-22.pdf (https://icn.org.au/wp-content/uploads/2023/07/ICNL-Annual-Report-2021-22.pdf)`\n- The result of the improvements to ICN\nGateway was 261% increase in attractiveness, 368% increase\nin functionality and 238% in efficiency (task completion).\n Source: `annual-reports/2021-22.pdf (https://icn.org.au/wp-content/uploads/2023/07/ICNL-Annual-Report-2021-22.pdf)`\n- Our strategic milestones achieved for the year were as a result of a brilliant team effort displayed by the entire\nICNL team.\n Source: `annual-reports/2021-22.pdf (https://icn.org.au/wp-content/uploads/2023/07/ICNL-Annual-Report-2021-22.pdf)`\n- ICN’s Executive Directors met on 23 March 2023\n• Enhancing the ICN database on industry in Sydney to review the accomplishments of the\nprevious strategic plan and develop strategic goals\ncapability, by leveraging external data sources.\nfor 2023-24.\n• Encouraging best practice operations across\nTo ensure the successful implementation of current\nICN Offices.\nstrategic goals, ICN representatives meet every\n• Encouraging the adoption of a unified approach 30 days to measure progress and outcomes.\nto products and service delivery, to ensure\nnational consistency.\n• Coordinating and acting as secretariat for\nmeetings of national significance.\n• Making submissions on matters of national\ninterest as agreed by the ICN Offices.\n• Representing the collective interests of ICN Offices\nat national forums.\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- The goals achieved during the year, was the result of a significant team effort displayed by all ICN National\nOffice personnel.\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- [Page 41]\nANNUAL REPORT 2022–23\nIndustry Capability Network Limited\nNotes to the consolidated financial statements\n30 June 2023\nNote 1.Significant accounting policies\n1.1 Basis of preparation\nThe financial report is a general purpose financial report, which has been prepared in accordance with\nthe requirements of the Corporations Act 2001, Australian Accounting Standards - Simplified\nDisclosures and other authoritative pronouncements of the Australian Accounting Standards Board.\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- [Page 3]\nCONTENTS\nABOUT ICN 1 COMMUNICATIONS AND ENGAGEMENT 19\nYEAR IN REVIEW 2 Engagement with Government\nand industry 19\nICN IN NUMBERS 3\nStrategic insights and sustainability 19\nCHAIR REPORT 4 Commitment to feedback and\ncontinuous improvement 19\nCEO REPORT 6\nKey initiatives and achievements 20\nVALUE DELIVERY 8\nCASE STUDY 22\nSupporting Australian industry 8\nHow Park Fuels is fueling Snowy 2.0 22\nMapping Australia’s capability 8\nTECHNOLOGY SYSTEMS 24\nUser experience 10\nSecurity-first approach 10 Gateway by ICN 24\nLooking forward 10\nTopics by ICN 24\nSystems security 24\nEMPLOYEE ENGAGEMENT 11\nSystems growth 24\nInvesting in our people 11\nGOVERNANCE 25\nORGANISATIONAL STRUCTURE 12\nSTRATEGIC\nOPERATIONS 13\nDIRECTION 26\nFUNCTIONS AND FOCUS 14\nCOMPANY MEMBERSHIP 28\nNATIONAL SUPPORT 15\nBOARD COMPOSITION 29\nICN Strategic Plan 15\nBOARD COMMITTEES 31\nNATIONAL WORKING GROUPS 16\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- Network quality data\nAdapt, develop and enhance product suite Market analysis and Attractive culture, matched\nfor the changing needs of Government as customer focus skills and resources to deliver\na customer\nAgreed performance measures and Diversify and integrate Responsive, agile and\naccountability of the Network offices validated and rich data innovative\n(National KPI’s)\nFurthered uses of AI and other technology Product development Partners in a collaborative\nto support state operations and SME clients and symbiotic federated\n(E.g. to reduce cost of data validation). network (ICN & ICNL)\nICN as a panel Strategic collaboration and\npartnerships\nFuture-proof Sustainable and funded\norganisation\nWell governed\nA significant achievement during the reporting The achievements during the year are the result\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- [Page 46]\nIndustry Capability Network Limited\nNotes to the consolidated financial statements\n30 June 2024\nNote 1.Significant accounting policies\n1.1 Basis of preparation\nThe financial report is a general purpose financial report, which has been prepared in accordance with\nthe requirements of the Corporations Act 2001, Australian Accounting Standards - Simplified\nDisclosures and other authoritative pronouncements of the Australian Accounting Standards Board.\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $1,550,000 | [Page 58]\nIndustry Capability Network Limited\nNotes to the consolidated financial statements\n30 June 2024\nNote 10.Non-current assets - Property, plant and equipment (continued)\nReconciliations\nReconciliations of the written down values at the beginning and end of the current financial year are\nset out below:\nLeasehold Office Plant and Structural\nBuildings Improvements equipment equipment Improvements Total\n$ $ $ $ $ $\nBalance at 1 July 2023 1,550 | `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)` |\n| $3.04 million, $3,650,192, , $1.06 million, 3.04 million, 1.06 million | The Directors believe there are reasonable grounds to expect the Group will realise its assets and extinguish\nits liabilities in the normal course of business and at the amounts stated in the financial report, and therefore it\nis appropriate to adopt the going concern basis in the preparation of the financial report after consideration of a\nrange of relevant factors, including (but not limited to) the following:\nCashflows from operations\nAlthough | `annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)` |\n| $1,550,000 | Reconciliations\nReconciliations of the written down values at the beginning and end of the current financial year are set out\nbelow:\nOffice Plant and Structural\nBuildings equipment equipment improvements Total\n$ $ $ $ $\nBalance at 1 July 2024 1,511,250 4,128 18,637 454,969 1,988,984\nAdditions 12,408 12,408\nDepreciation expense (38,750) (317) (7,561) (11,607) (58,235)\nBalance at 30 June 2025 1,472,500 3,811 23,484 443,362 1,943,157\nAssets pledged | `annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)` |\n| $17.6 million, 17.6 million | The Queensland Government is\ninvesting $17.6 million into the expansion of the College, which will include a new workshop\nwith patrol guard boat engine simulation, boat store, classrooms and student and staff\nfacilities. | `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pdf (https://icn.org.au/wp-content/uploads/2025/10/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pdf)` |\n| $2.7 million, $2.4 million, 2.7 million, 2.4 million | Events subsequent to the end of the reporting period\nFollowing the maturing of the $2.7 million term deposit in June 2025, a new term deposit of $2.4 million was\nreinvested in July 2025, which is set to mature in June 2026. | `annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)` |\n| $248,310, $122,881 | Derek Lark\nElizabeth Edwards\nRebecca Woods\nStuart Kenny Term ended 31 December 2022\nTimothy Turner\nWarren Tegg Term ended 6 July 2022\nChristine Bridges-Taylor Term commenced 1 January 2023\nAndrew Cleary Term commenced 1 April 2023\nReview of operations\nThe net result after tax of the Group for year ended 30 June 2023 was ($248,310) (2022: $122,881). | `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)` |\n| $3.06 | Find out more\nEverything you need to get work and get work done for:\nSuppliers - local service providers\nBuyers - project owners\nGovernment - federal, state and local departments, agencies and authorities\nMarket analysts - economic, procurement and supply chain\nEverything you need to get work and get work done for:\nSuppliers - local service providers\nBuyers - project owners\nGovernment - federal, state and local departments, agencies and authoriti | `pages/homepage.html (http://www.icn.org.au)` |\n\n## Key Achievements\n\n- [pages 20,21,22,23,24,25,26]\nand ICNL)\nResearched and created an IT relationships\nplatform strategy and delivered Pre-emptive, well-coordinated\nbased on project milestones and consistent operations\nReviewed current and explored Financially viable business model\nalternative revenue streams and to sustain growth\nincreased revenue\nReviewed and refined go to market\nstrategy on advisory and insights\n(who we partner/don't partner with\nand what level of data insights is\nprovided)\nCreated and implemented national\nbrand and marketing amplification\nstrategy (must have engagement\nfrom states - one voice)\nAgreed and implemented aligned\ndata work plan across network to\nincrease depth and value\nRun a national ICN conference\non a sector\nCreated strong working\nrelationships and progressed\npolicies and programs with\nnew government\n18\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- [Page 21]\nANNUAL REPORT 2022–23\nOperational Steps Q4 0% 25% 50% 75% 100%\nCreated and agreed set of initiatives\nto introduce new value to suppliers\n(e.g. carbon neutral strategy) to drive\nsign ups and engagement with data\nAlign and lead network milestones that\nfocus on success alliance model\nOpened an ACT office and established\nformal relationship with NZ\nResearched and created an IT platform\nstrategy and delivered based on\nproject milestones\nReviewed current and explored\nalternative revenue streams and\nincreased revenue\nReviewed and refined go to market\nstrategy on advisory and insights\n(who we partner/don't partner with and\nwhat level of data insights is provided)\nCreated and implemented national\nbrand and marketing amplification\nstrategy (must have engagement from\nstates - one voice)\nAgreed and implemented aligned data\nwork plan across network to increase\ndepth and value.\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- [pages 13,14,15,16,17,18]\ning the existing\nin delivering a comprehensive supply chain capabilities that can be applied directly to the\nmapping report utilising its advanced tool, hydrogen industry, such as civil works and water\nPerspective by ICN. desalination, this report also highlights potential\nopportunities for local businesses to diversify\nThis report, delivered in phases, aims to identify their existing capability to this sector, for example,\nsuitable Australian capability to support the from the adjacent oil and gas sector, and for\ndelivery of national rolling stock.\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- [Page 3]\nCONTENTS\nABOUT ICN 1 COMMUNICATIONS AND ENGAGEMENT 19\nYEAR IN REVIEW 2 Engagement with Government\nand industry 19\nICN IN NUMBERS 3\nStrategic insights and sustainability 19\nCHAIR REPORT 4 Commitment to feedback and\ncontinuous improvement 19\nCEO REPORT 6\nKey initiatives and achievements 20\nVALUE DELIVERY 8\nCASE STUDY 22\nSupporting Australian industry 8\nHow Park Fuels is fueling Snowy 2.0 22\nMapping Australia’s capability 8\nTECHNOLOGY SYSTEMS 24\nUser experience 10\nSecurity-first approach 10 Gateway by ICN 24\nLooking forward 10\nTopics by ICN 24\nSystems security 24\nEMPLOYEE ENGAGEMENT 11\nSystems growth 24\nInvesting in our people 11\nGOVERNANCE 25\nORGANISATIONAL STRUCTURE 12\nSTRATEGIC\nOPERATIONS 13\nDIRECTION 26\nFUNCTIONS AND FOCUS 14\nCOMPANY MEMBERSHIP 28\nNATIONAL SUPPORT 15\nBOARD COMPOSITION 29\nICN Strategic Plan 15\nBOARD COMMITTEES 31\nNATIONAL WORKING GROUPS 16\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- Chairman’s Review 2\n2021-22 Highlights 4\nChief Executive Officer’s Report 5\nFunction and Focus 7\nValue Delivery 8\nNational Support 9\nMarketing and Communications 10\nCase Study 12\nTechnology Systems 14\nStrategic Direction 16\nAppendix 1 Company Membership 19\nAppendix 2 Employee Details 20\nAppendix 3 Board Composition 21\nAppendix 4 Board Committees 22\nAppendix 5 ICN Contact Details 23\nAppendix 6 Independent Audit Report and Declaration 24\nAppendix 7 Financial Statements 25\n1\n Source: `annual-reports/2021-22.pdf (https://icn.org.au/wp-content/uploads/2023/07/ICNL-Annual-Report-2021-22.pdf)`\n- Chairman’s Review 2\n2022-23 Highlights 4\nChief Executive Officer’s Report 5\nFunction and Focus 7\nValue Delivery 8\nNational Support 9\nMarketing and Communications 10\nCase Study 13\nTechnology Systems 16\nStrategic Direction 18\nStrategic Partners 20\nAppendix 1 Company Membership 21\nAppendix 2 Employee Details 22\nAppendix 3 Board Composition 23\nAppendix 4 Board Committees 24\nAppendix 5 Icn Contact Details 25\nAppendix 6 Independent Audit Report and Declaration 26\nAppendix 7 Financial Statement 28\n1\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- [pages 11,12,13,14]\n’s Executive Directors met on 23 March 2023\n• Enhancing the ICN database on industry in Sydney to review the accomplishments of the\nprevious strategic plan and develop strategic goals\ncapability, by leveraging external data sources.\nfor 2023-24.\n• Encouraging best practice operations across\nTo ensure the successful implementation of current\nICN Offices.\nstrategic goals, ICN representatives meet every\n• Encouraging the adoption of a unified approach 30 days to measure progress and outcomes.\nto products and service delivery, to ensure\nnational consistency.\n• Coordinating and acting as secretariat for\nmeetings of national significance.\n• Making submissions on matters of national\ninterest as agreed by the ICN Offices.\n• Representing the collective interests of ICN Offices\nat national forums.\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- Milestones 2023 Strategic investments Outcomes 2025\nCreated and agreed set of Trusted knowledge provider Seen as the trusted source of\ninitiatives to introduce new value sovereign business insights\nData\nto suppliers (e.g. carbon neutral\nProviders of E2E solutions and\nstrategy) to drive sign ups and Co-ordinated marketing &\nenablers of capability and\nengagement with data brand approach\ncommercial relationships\nAlign and lead network IT\nHigh performing team\nmilestones that focus on\nIncrease ICN footprint\nsuccess alliance model Enabler for partners and positive\nNetwork alignment reciprocal relationships\nOpened an ACT office and\nestablished formal relationship Product development Partners in a collaborative and\nwith NZ symbiotic federated network\nPartner/stakeholder\n(ICN and ICNL)\nResearched and created an IT relationships\nplatform strategy and delivered Pre-emptive, well-coordinated\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- [Page 3]\nBACK TO CONTENTS\nCONTENTS\nChairman’s Review 3\nCEO’s Report 4\nHighlights at A Glance 6\nSupporting Australian Industry 7\n40th Birthday 8\nRepresenting Australia’s True Capability 9\nAmplifying Australia’s Capability 10\nAnalysing Australia’s Capability 12\nInvesting in Our People 14\nOrganisational Chart 15\nEmbracing the Future 16\nFunction and Focus 17\nStrategic PARTNERS 19\nAppendix 1: Company Membership 20\nAppendix 2: Board Composition 21\nAppendix 3: Independent Audit Report and Declaration 23\nAppendix 4: Financial Statements 26\nANNUAL REPORT 2024–25 1\n Source: `annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)`\n- [Page 8]\nBACK TO CONTENTS\nHIGHLIGHTS\nAT A GLANCE\nICN SUPPORTING\nSME SUCCESS 24/25\n$3.06B+\nVALUE OF WINS TO\nAU/NZ COMPANIES\n252 NEW\nPROJECTS\n8,509 2,791\nNEW WORKS\nCONTRACTS WON PACKAGES\n57,376\n4,488 NEW\nEXPRESSIONS OF\nCOMPANIES\nINTEREST RECEIVED\n10,700 PUBLIC WEBINAR ATTENDEES\n3,000+\nLINKEDIN FOLLOWERS\nANNUAL REPORT 2024–25 6\n Source: `annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)`\n- [pages 1]\n[Page 1]\nICN SUPPORTING\nSME SUCCESS 24/25\n$3.06B+\nVALUE OF WINS TO\nAU/NZ COMPANIES\n110 2,791\nNEW PROJECTS\nNEW WORK\n8,509\nPACKAGES\nCONTRACTS WON\nNEW\n4,488\n57,376 COMPANIES\nEXPRESSIONS\nOF INTEREST\nEverything we do is guided by a clear vision: RECEIVED\nTo contribute to increased economic activity and\nPROJECT HIGHLIGHT\nemployment for Australia and New Zealand, by\nassisting industries to gain a greater share of\nSNOWY 2.0\ndomestic and international business opportunities.\n$343.57M+\nVALUE OF WINS\n202 4,137\nLISTED WORK\nEOI’S RECEIVED\nPACKAGES\nNO\nSEINAPMOC\n+000,08\nYAWETAG\n Source: `other-pdfs/SME-SUCCESS-3.pdf (https://icn.org.au/wp-content/uploads/2025/07/SME-SUCCESS-3.pdf)`\n- The year in review has helped us to keep striving for excellence in all we do.\nalso set the foundation for ICNL to progress plans to For that, I am very thankful!\nadd value to Indigenous businesses by partnering\nThe ICNL team, which I consider an extension of\nwith organisations dedicated to their success\nthe national ICN family, is the driving force behind\nand advancement.\nour achievements in 2021-22.\n Source: `annual-reports/2021-22.pdf (https://icn.org.au/wp-content/uploads/2023/07/ICNL-Annual-Report-2021-22.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 3]\nCONTENTS\nABOUT ICN 1 COMMUNICATIONS AND ENGAGEMENT 19\nYEAR IN REVIEW 2 Engagement with Government\nand industry 19\nICN IN NUMBERS 3\nStrategic insights and sustainability 19\nCHAIR REPORT 4 Commitment to feedback and\ncontinuous improvement 19\nCEO REPORT 6\nKey initiatives and achievements 20\nVALUE DELIVERY 8\nCASE STUDY 22\nSupporting Australian industry 8\nHow Park Fuels is fueling Snowy 2.0 22\nMapping Australia’s capability 8\nTECHNOLOGY SYSTEMS 24\nUser experience 10\nSecurity-first approach 10 Gateway by ICN 24\nLooking forward 10\nTopics by ICN 24\nSystems security 24\nEMPLOYEE ENGAGEMENT 11\nSystems growth 24\nInvesting in our people 11\nGOVERNANCE 25\nORGANISATIONAL STRUCTURE 12\nSTRATEGIC\nOPERATIONS 13\nDIRECTION 26\nFUNCTIONS AND FOCUS 14\nCOMPANY MEMBERSHIP 28\nNATIONAL SUPPORT 15\nBOARD COMPOSITION 29\nICN Strategic Plan 15\nBOARD COMMITTEES 31\nNATIONAL WORKING GROUPS 16\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- [Page 35]\nBOARD COMMITTEES\nIT GOVERNANCE FINANCE AUDIT AND\nCOMMITTEE RISK MANAGEMENT\nCOMMITTEE\nThe IT Governance Committee provides strategic\nguidance for, and oversight of, IT activities and\nThe Finance, Audit and Risk Management\noperations to the ICN National Office on behalf\nCommittee provides advice and\nof the Board.\nrecommendations to the ICN Board\non company finances.\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- Some systems are capable of risk assessment as well\nCAPABLE BUSINESS BUSINESS INDIGENOUS\nBUSINESSES SCALE SIZE OWNED\n7 Mix of small and large Mix of medium and large 0\nRegional Diversity: Cairns Region (6), Townsville City (4), Burdekin Shire (1)\nCompliance: AS/NZS 4801:2001, AS/NZS ISO 9001:2008, AS/NZS ISO 9001:2015, BS OHSAS 18001:2007, Building\nCode 2013, ISO 9001:2008, ISO 14001:2004, ISO 14001:2015, ISO 45001:2018\nBATTERY SYSTEMS\nInstallation, repairs and maintenance of 12V/24V/36V/48V battery powered systems\nCAPABLE BUSINESS BUSINESS INDIGENOUS\nBUSINESSES SCALE SIZE OWNED\n10 Mix of small and Mix of small and 0\nmedium, large medium, large\nRegional Diversity: Cairns Region (5), Townsville City (5)\nCompliance: AS/NZS 4801:2001, AS/NZS ISO 9001:2015, ASTM ISO9001-00, ASTM ISO14001-04, BS OHSAS\n Source: `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pdf (https://icn.org.au/wp-content/uploads/2025/10/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pdf)`\n- Chairman’s Review 2\n2021-22 Highlights 4\nChief Executive Officer’s Report 5\nFunction and Focus 7\nValue Delivery 8\nNational Support 9\nMarketing and Communications 10\nCase Study 12\nTechnology Systems 14\nStrategic Direction 16\nAppendix 1 Company Membership 19\nAppendix 2 Employee Details 20\nAppendix 3 Board Composition 21\nAppendix 4 Board Committees 22\nAppendix 5 ICN Contact Details 23\nAppendix 6 Independent Audit Report and Declaration 24\nAppendix 7 Financial Statements 25\n1\n Source: `annual-reports/2021-22.pdf (https://icn.org.au/wp-content/uploads/2023/07/ICNL-Annual-Report-2021-22.pdf)`\n- Chairman’s Review 2\n2022-23 Highlights 4\nChief Executive Officer’s Report 5\nFunction and Focus 7\nValue Delivery 8\nNational Support 9\nMarketing and Communications 10\nCase Study 13\nTechnology Systems 16\nStrategic Direction 18\nStrategic Partners 20\nAppendix 1 Company Membership 21\nAppendix 2 Employee Details 22\nAppendix 3 Board Composition 23\nAppendix 4 Board Committees 24\nAppendix 5 Icn Contact Details 25\nAppendix 6 Independent Audit Report and Declaration 26\nAppendix 7 Financial Statement 28\n1\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- [Page 3]\nBACK TO CONTENTS\nCONTENTS\nChairman’s Review 3\nCEO’s Report 4\nHighlights at A Glance 6\nSupporting Australian Industry 7\n40th Birthday 8\nRepresenting Australia’s True Capability 9\nAmplifying Australia’s Capability 10\nAnalysing Australia’s Capability 12\nInvesting in Our People 14\nOrganisational Chart 15\nEmbracing the Future 16\nFunction and Focus 17\nStrategic PARTNERS 19\nAppendix 1: Company Membership 20\nAppendix 2: Board Composition 21\nAppendix 3: Independent Audit Report and Declaration 23\nAppendix 4: Financial Statements 26\nANNUAL REPORT 2024–25 1\n Source: `annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)`\n- We have also fulfilled our other responsibilities in accordance with\nthe Code. (cid:3)\nWe confirm that the independence declaration required by the Corporations Act 2001, which has been given\nto the directors of the Group, would be in the same terms if given to the directors as at the time of this\nauditor’s report.(cid:3)\nWe believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our\nopinion.(cid:3)\n(cid:3)\n Source: `annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)`\n- [pages 27,28,29,30]\n:282)(cid:286)(cid:296)(cid:349)(cid:272)(cid:349)(cid:286)(cid:374)(cid:272)(cid:349)(cid:286)(cid:400)(cid:3)(cid:349)(cid:374)(cid:3)(cid:349)(cid:374)(cid:410)(cid:286)(cid:396)(cid:374)(cid:258)(cid:367)(cid:3)\n(cid:272)(cid:381)(cid:374)(cid:410)(cid:396)(cid:381)(cid:367)(cid:3)(cid:410)(cid:346)(cid:258)(cid:410)(cid:3)(cid:449)(cid:286)(cid:3)(cid:349)(cid:282)(cid:286)(cid:374)(cid:410)(cid:349)(cid:296)(cid:455)(cid:3)(cid:282)(cid:437)(cid:396)(cid:349)(cid:374)(cid:336)(cid:3)(cid:381)(cid:437)(cid:396)(cid:3)(cid:258)(cid:437)(cid:282)(cid:349)(cid:410)(cid:856)(cid:3)\n(cid:3)\nYours faithfully,(cid:3)\n(cid:3)\n(cid:3)\n(cid:3)\n(cid:3)\n(cid:3)\nPhillip Miller (cid:3)\nPartner(cid:3)\nMGI Joyce Dickson Audit(cid:3)\nDate: 3 October 2025(cid:3)\n(cid:3)\n(cid:3)\nANNUAL REPORT 2024–25 25\n Source: `annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)`\n- Derek Lark\nElizabeth Edwards\nRebecca Woods\nStuart Kenny Term ended 31 December 2022\nTimothy Turner\nWarren Tegg Term ended 6 July 2022\nChristine Bridges-Taylor Term commenced 1 January 2023\nAndrew Cleary Term commenced 1 April 2023\nReview of operations\nThe net result after tax of the Group for year ended 30 June 2023 was ($248,310) (2022: $122,881).\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- [Page 41]\nANNUAL REPORT 2022–23\nIndustry Capability Network Limited\nNotes to the consolidated financial statements\n30 June 2023\nNote 1.Significant accounting policies\n1.1 Basis of preparation\nThe financial report is a general purpose financial report, which has been prepared in accordance with\nthe requirements of the Corporations Act 2001, Australian Accounting Standards - Simplified\nDisclosures and other authoritative pronouncements of the Australian Accounting Standards Board.\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- The risk of\nnot detecting a material misstatement resulting from fraud is higher than for one resulting\nfrom error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations,\nor the override of internal control.\n Obtain an understanding of internal control relevant to the audit in order to design audit\nprocedures that are appropriate in the circumstances, but not for the purpose of expressing\nan opinion on the effectiveness of the Group’s internal control.\n Evaluate the appropriateness of accounting policies used and the reasonableness of\naccounting estimates and related disclosures made by the directors.\n Conclude on the appropriateness of the director’s use of the going concern basis of\naccounting and, based on the audit evidence obtained, whether a material uncertainty exists\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- Vincents Assurance and Risk Advisory\nPhillip Miller\nDirector\nCanberra, dated:\nANNUAL REPORT 2023–24 33\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- [Page 46]\nIndustry Capability Network Limited\nNotes to the consolidated financial statements\n30 June 2024\nNote 1.Significant accounting policies\n1.1 Basis of preparation\nThe financial report is a general purpose financial report, which has been prepared in accordance with\nthe requirements of the Corporations Act 2001, Australian Accounting Standards - Simplified\nDisclosures and other authoritative pronouncements of the Australian Accounting Standards Board.\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- This is achieved through managing\n• Oil & Gas Asia 2024 event in Malaysia – Sep 2024\nour national database of industry capability and\n• AusInnovation Industry papers – September 2024\nproject opportunities – Gateway by ICN.\n• AIDN Policy Symposium and Sovereign\nThrough Gateway by ICN, and our Australian-wide Capability Showcase – November 2024\nnetwork of industry experts, ICN helps businesses • Energy Exchange Australia, Perth – March 2025\nand government achieve higher local content as\n• Australian Manufacturing Week, Melbourne –\nwell as ensuring project proponents comply with\nMay 2025\nlegislation and meet their obligations under the\n• Small Business Roundtable with Katy Gallagher\nJobs Act.\n– December 2025\nICN maintains a consistent and strong presence • Innovation Central Canberra showcase events\nat key industry events across Australia, • Finalist AIIA awards – June 2025\n Source: `annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Find out more\nEverything you need to get work and get work done for:\nSuppliers - local service providers\nBuyers - project owners\nGovernment - federal, state and local departments, agencies and authorities\nMarket analysts - economic, procurement and supply chain\nEverything you need to get work and get work done for:\nSuppliers - local service providers\nBuyers - project owners\nGovernment - federal, state and local departments, agencies and authorities\nMarket analysts - economic, procurement and supply chain\nIn 2024 - 25\nICN Achieved\n$\n3.06\nB+\nValue of wins\n110\nNew projects listed\n2,791\nNew work packages listed\n8,509\nNumber of awarded companies\nFigures From 30 June 2024 - 1 July 2025\nIn 2024 - 25\nICN Achieved\n$3.06B+\nValue of wins\n110\nNew projects listed\n2,791\nNew work packages listed\n8,509\nNumber of awarded companies\nFigures From 30 June 2024 - 1 July 2025\n Source: `pages/homepage.html (http://www.icn.org.au)`\n- [Page 3]\nCONTENTS\nABOUT ICN 1 COMMUNICATIONS AND ENGAGEMENT 19\nYEAR IN REVIEW 2 Engagement with Government\nand industry 19\nICN IN NUMBERS 3\nStrategic insights and sustainability 19\nCHAIR REPORT 4 Commitment to feedback and\ncontinuous improvement 19\nCEO REPORT 6\nKey initiatives and achievements 20\nVALUE DELIVERY 8\nCASE STUDY 22\nSupporting Australian industry 8\nHow Park Fuels is fueling Snowy 2.0 22\nMapping Australia’s capability 8\nTECHNOLOGY SYSTEMS 24\nUser experience 10\nSecurity-first approach 10 Gateway by ICN 24\nLooking forward 10\nTopics by ICN 24\nSystems security 24\nEMPLOYEE ENGAGEMENT 11\nSystems growth 24\nInvesting in our people 11\nGOVERNANCE 25\nORGANISATIONAL STRUCTURE 12\nSTRATEGIC\nOPERATIONS 13\nDIRECTION 26\nFUNCTIONS AND FOCUS 14\nCOMPANY MEMBERSHIP 28\nNATIONAL SUPPORT 15\nBOARD COMPOSITION 29\nICN Strategic Plan 15\nBOARD COMMITTEES 31\nNATIONAL WORKING GROUPS 16\n Source: `annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)`\n- STRATEGIC DIRECTION\nTECHNOLOGY\n• Leading the ICN Network in monitoring the\nenvironment and developing the ‘one network’\n• Ongoing improvements to core systems.\nstrategic direction.\n• Delivered SA Defence Portal for South\n• Ensuring that our products and services are\nAustralian Government.\naligned to market needs and best practice.\n• Delivered refreshed ICN Gateway.\n• Identifying and creating strategic partnerships\n• UX/UI review for ICN Toolbox.\nto enhance our service offerings.\n• ICN Insight dashboards delivery for\n• Creating a cohesive approach to achieving\nmultiple clients.\nmilestones and objectives.\n• New product launch – ICN Perspective.\n• Ongoing improvements to system security,\nstability and reliability.\n• Ongoing collaboration with the Department of In 2021-22 there were\nDefence to continue helping local companies\n44,251 registrations\n Source: `annual-reports/2021-22.pdf (https://icn.org.au/wp-content/uploads/2023/07/ICNL-Annual-Report-2021-22.pdf)`\n- We hired a professional\npresence at major events. digital agency to:\nOur stand at the LandForces 2022 event, held • Increase brand awareness, with a focus on\nin Brisbane from 4 to 7, October 2022, gave ICN promoting ICN’s value\nrepresentatives the opportunity to interact with a • Engage stakeholders in new ways, and grow and\nsignificant number of buyers and suppliers in the\nstrengthen ICN’s social community\nDefence sector.\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- Other long-term employee benefits\nThe liability for annual leave and long service leave not expected to be settled within 12 months of the\nreporting date are measured at the present value of expected future payments to be made in respect\nof services provided by employees up to the reporting date using the projected unit credit method.\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n- Chairman’s Review 2\n2021-22 Highlights 4\nChief Executive Officer’s Report 5\nFunction and Focus 7\nValue Delivery 8\nNational Support 9\nMarketing and Communications 10\nCase Study 12\nTechnology Systems 14\nStrategic Direction 16\nAppendix 1 Company Membership 19\nAppendix 2 Employee Details 20\nAppendix 3 Board Composition 21\nAppendix 4 Board Committees 22\nAppendix 5 ICN Contact Details 23\nAppendix 6 Independent Audit Report and Declaration 24\nAppendix 7 Financial Statements 25\n1\n Source: `annual-reports/2021-22.pdf (https://icn.org.au/wp-content/uploads/2023/07/ICNL-Annual-Report-2021-22.pdf)`\n- 1 7 1\nNEW PROJECTS\nLISTED\n$2.757B\nCONTRACTS AWARDED\nTO AUSTRALIAN COMPANIES\n6,530\n89,038M+\nCONTRACTS WON\nOF NEW PROJECTS\nVALUE\nON OFFER\n3,526\nNEW COMPANIES\nREGISTERED ON ICN GATEWAY\nWORK PACKAGES\n2,664\nLISTED ONLINE\n4\n Source: `annual-reports/2021-22.pdf (https://icn.org.au/wp-content/uploads/2023/07/ICNL-Annual-Report-2021-22.pdf)`\n- Chairman’s Review 2\n2022-23 Highlights 4\nChief Executive Officer’s Report 5\nFunction and Focus 7\nValue Delivery 8\nNational Support 9\nMarketing and Communications 10\nCase Study 13\nTechnology Systems 16\nStrategic Direction 18\nStrategic Partners 20\nAppendix 1 Company Membership 21\nAppendix 2 Employee Details 22\nAppendix 3 Board Composition 23\nAppendix 4 Board Committees 24\nAppendix 5 Icn Contact Details 25\nAppendix 6 Independent Audit Report and Declaration 26\nAppendix 7 Financial Statement 28\n1\n Source: `annual-reports/2022-23.pdf (https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `annual-reports/2021-22.pdf` - annual-reports - https://icn.org.au/wp-content/uploads/2023/07/ICNL-Annual-Report-2021-22.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://icn.org.au/wp-content/uploads/2024/02/ICNL-Annual-Report-2022–23.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf\n- `pages/annual-reports-index.html` - pages - http://www.icn.org.au/publications\n- `pages/homepage.html` - pages - http://www.icn.org.au\n- `other-pdfs/Gateway-Guide-to-Standing-Out.pdf` - other-pdfs - https://icn.org.au/wp-content/uploads/2025/09/Gateway-Guide-to-Standing-Out.pdf\n- `other-pdfs/Project-owner-brochure.pdf` - other-pdfs - https://icn.org.au/wp-content/uploads/2025/08/Project-owner-brochure.pdf\n- `other-pdfs/SME-SUCCESS-3.pdf` - other-pdfs - https://icn.org.au/wp-content/uploads/2025/07/SME-SUCCESS-3.pdf\n- `other-pdfs/Supplier-brochure.pdf` - other-pdfs - https://icn.org.au/wp-content/uploads/2025/08/Supplier-brochure.pdf\n- `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pdf` - other-pdfs - https://icn.org.au/wp-content/uploads/2025/10/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Industry Capability Network Limited - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:13:34.174154+00:00\n**Entity ID**: B-001946\n**Jurisdiction**: Commonwealth\n**Portfolio**: Industry, Science and Resources\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 11\n- Unique legislation references found: 10\n\n| Type | Count |\n|---|---:|\n| Act | 2 |\n| Code | 5 |\n| Instrument | 1 |\n| Regulation | 2 |\n\n## Legislation References\n\n### ASIC Corporations (Rounding in Financial/Directors’ Reports) Instrument 2016\n\n**Type**: Instrument\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.gov.au/search?query=ASIC+Corporations+%28Rounding+in+Financial%2FDirectors%E2%80%99+Reports%29+Instrument+2016\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ties occurred during the financial year.\nKey performance measures\nThe amounts contained in the financial report have been rounded to the nearest $1 (where rounding\nis applicable) where noted ($) under the option available to the Group under ASIC Corporations\n(Rounding in Financial/Directors’ Reports) Instrument 2016/191. The Group is an entity to which this\nlegislative instrument applies.\nEvents subsequent to the end of the reporting period\nIt is planned for ICNL's wholly-owned subsidiary, ICNLT, to exit out of it's equity investment in OPS by\nSeptember 2023. As part of\n Source: `annual-reports/2022-23.pages.jsonl`\n- alues attributable to the risks that are being hedged in\neffective hedge relationships.\nThe consolidated financial statements are presented in Australian dollars, except when otherwise\nindicated under the option available to the Group under ASIC Corporations (Rounding in\nFinancial/Directors' Reports) Instrument 2016/191. The Group is an entity to which this legislative\ninstrument applies.\nThe Group has prepared the financial statements on the basis that it will continue to operate as a\ngoing concern.\nThe consolidated financial statements provide comparative information i\n Source: `annual-reports/2022-23.pages.jsonl`\n- ties occurred during the financial year.\nKey performance measures\nThe amounts contained in the financial report have been rounded to the nearest $1 (where rounding\nis applicable) where noted ($) under the option available to the Group under ASIC Corporations\n(Rounding in Financial/Directors’ Reports) Instrument 2016/191. The Group is an entity to which this\nlegislative instrument applies.\nEvents subsequent to the end of the reporting period\nThere have been no significant events occurring after the balance date which may affect either the\nGroup's operations or results of\n Source: `annual-reports/2023-24.pages.jsonl`\n- alues attributable to the risks that are being hedged in\neffective hedge relationships.\nThe consolidated financial statements are presented in Australian dollars, except when otherwise\nindicated under the option available to the Group under ASIC Corporations (Rounding in\nFinancial/Directors' Reports) Instrument 2016/191. The Group is an entity to which this legislative\ninstrument applies.\nThe Group has prepared the financial statements on the basis that it will continue to operate as a\ngoing concern.\nThe consolidated financial statements provide comparative information i\n Source: `annual-reports/2023-24.pages.jsonl`\n- ties occurred during the financial year.\nKey performance measures\nThe amounts contained in the financial report have been rounded to the nearest $1 (where rounding is\napplicable) where noted ($) under the option available to the Group under ASIC Corporations (Rounding in\nFinancial/Directors’ Reports) Instrument 2016/191. The Group is an entity to which this legislative instrument\napplies.\nEvents subsequent to the end of the reporting period\nFollowing the maturing of the $2.7 million term deposit in June 2025, a new term deposit of $2.4 million was\nreinvested in July 2025\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### ASTM ISO9001-00, Building Code 2013\n\n**Type**: Code\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=ASTM+ISO9001-00%2C+Building+Code+2013\n\n**Sources**:\n- `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pages.jsonl`\n\n**Evidence contexts**:\n- atinum, titanium\nCAPABLE BUSINESS BUSINESS INDIGENOUS\nBUSINESSES SCALE SIZE OWNED\n10 Mix of small and Mix of small and 0\nmedium, large medium, large\nRegional Diversity: Cairns Region (7), Townsville City (3)\nCompliance: AS/NZS 4801:2001, AS/NZS ISO 9001:2008, ASTM ISO9001-00, Building Code 2013, ISO/IEC\n17025:2005, ISO 9001:2008, ISO 14001:2004\nFORMING\nA class of bulk deformation process involving the plastic deformation of a metal into a pre-\nconfigured shape usually through the application of a mechanical forces\nCAPABLE BUSINESS BUSINESS INDIGENOU\n Source: `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pages.jsonl`\n- GENOUS\nBUSINESSES SCALE SIZE OWNED\n26 Mix of small and Mix of small and 1\nmedium, large medium, large\nRegional Diversity: Townsville City (17), Cairns Region (13), Tablelands Region (1)\nCompliance: AS/NZS 4801:2001, AS/NZS ISO 9001:2008, AS/NZS ISO 9001:2015, ASTM ISO9001-00, Building\nCode 2013, Building Code 2016, ISO 9001:2008, ISO 14001:2004, ISO 14001:2015, ISO 45001:2018\n1 BUSINESS SCALE = TURNOVER: Small <1m - 10m | Medium 10m - 20m | Large >20m\nBUSINESS SIZE = EMPLOYEES: Small 1 - 19 | Medium 20 - 199 | Large 200+ 15\nCAPABILITY = NUMBER OF CA\n Source: `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pages.jsonl`\n- USINESSES SCALE SIZE OWNED\n17 Mix of small and Mix of small and 0\nmedium, large medium, large\nRegional Diversity: Cairns Region (10), Townsville City (9), Cook Shire (1), Weipa Town (1)\nCompliance: AS/NZS 4801:2001, AS/NZS ISO 9001:2008, AS/NZS ISO 9001:2015, ASTM ISO9001-00, Building\nCode 2013, Building Code 2016, ISO 9001:2008, ISO 14001:2004, ISO 14001:2015, Supply Nation\ncertified\nMECHANICAL LUBRICANTS AND OIL ANALYSIS\nMechanical Lubricants: Supply of lubricants, oils, greases, coolants and other fluids for\nmechanical systems\nOil Analysis: Analy\n Source: `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pages.jsonl`\n- of small and 1\nmedium, large medium, large\nRegional Diversity: Townsville City (13), Cairns Region (6), Burdekin Shire (1), Hinchinbrook Shire (1)\nCompliance: AS/NZS 4801:2001, AS/NZS ISO 3834.2:2008, AS/NZS ISO 9001:2015, AS/NZS ISO 9001:2016, AS\n5062-2006, ASTM ISO9001-00, Building Code 2013, ISO 9001:2008, ISO 14001:2015, Supply Nation\nregistered\n1 BUSINESS SCALE = TURNOVER: Small <1m - 10m | Medium 10m - 20m | Large >20m\nBUSINESS SIZE = EMPLOYEES: Small 1 - 19 | Medium 20 - 199 | Large 200+ 23\nCAPABILITY = NUMBER OF CAPABLE BUSINESSES: High 11+\n Source: `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pages.jsonl`\n\n### Income Tax Assessment Act 1997\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Income+Tax+Assessment+Act+1997\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ates and tax laws used to compute the amount are those\nthat are enacted or substantively enacted at the reporting date in the countries where the Group\noperates and generates taxable income.\nThe parent entity is exempt from income tax under Division 50 of the Income Tax Assessment Act\n1997.\nDeferred tax\nAs it is not probable that taxable profit will be available against to utilise unused tax losses, the Group\nhas not recognised a deferred tax asset.\nc) Current versus non-current classification\nThe Group presents assets and liabilities in the st\n Source: `annual-reports/2022-23.pages.jsonl`\n- ates and tax laws used to compute the amount are those\nthat are enacted or substantively enacted at the reporting date in the countries where the Group\noperates and generates taxable income.\nThe parent entity is exempt from income tax under Division 50 of the Income Tax Assessment Act\n1997.\nDeferred tax\nDeferred tax is provided using the liability method on temporary differences between the tax bases of\nassets and liabilities and their carrying amounts for financial reporting purposes at the reporting date.\nDeferred tax liabilities are recognis\n Source: `annual-reports/2023-24.pages.jsonl`\n- ates and tax laws used to compute the amount are those that are enacted or\nsubstantively enacted at the reporting date in the countries where the Group operates and generates taxable\nincome.\nThe parent entity is exempt from income tax under Division 50 of the Income Tax Assessment Act 1997.\nDeferred Tax\nDeferred tax is provided using the liability method on temporary differences between the tax bases of assets\nand liabilities and their carrying amounts for financial reporting purposes at the reporting date.\nDeferred tax liabilities are recognis\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Australian Accounting Standards and the Corporations Act 2001\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Accounting+Standards+and+the+Corporations+Act+2001\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- is sufficient and appropriate to provide a basis\nfor our opinion.\nResponsibilities of Directors for the Financial Report\nThe directors of the Group are responsible for the preparation of the financial report that gives a true\nand fair view in accordance with Australian Accounting Standards and the Corporations Act 2001\nand for such internal control as the directors determine is necessary to enable the preparation of the\nfinancial report that gives a true and fair view that is free from material misstatement, whether due\nto fraud or error.\nIn preparing the financial report,\n Source: `annual-reports/2023-24.pages.jsonl`\n- (cid:258)(cid:374)(cid:272)(cid:349)(cid:258)(cid:367)(cid:3)(cid:90)(cid:286)(cid:393)(cid:381)(cid:396)(cid:410)(cid:3)\nThe directors of the Group are responsible for the preparation of the financial report that gives a true and fair\nview in accordance with Australian Accounting Standards and the Corporations Act 2001 and for such internal\ncontrol as the directors determine is necessary to enable the preparation of the financial report that gives a\ntrue and fair view that is free from material misstatement, whether due to fraud or error.(cid:3)\n(cid:3)\nIn preparing the fin\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Simplified Disclosure Requirements and the Corporations Regulations 2001\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Simplified+Disclosure+Requirements+and+the+Corporations+Regulations+2001\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- nce with the Corporations Act 2001, including:\n(i) giving a true and fair view of the consolidated entity's financial position as at 30 June\n2024 and of its performance for the year ended on that date; and\n(ii) complying with Australian Accounting Standards - Simplified Disclosure Requirements\nand the Corporations Regulations 2001;\n(iii) complying with Victorian legislation the Fundraising Act 1998 and associated\nregulations;\n(b) the financial statements and notes also comply with Australian Accounting Standards as\ndisclosed in Note 1.1; and\n(c) there are reasonable grounds to believe\n Source: `annual-reports/2023-24.pages.jsonl`\n- dance with the Corporations Act 2001, including:\ni) giving a true and fair view of the consolidated entity’s financial position as at 30 June 2025 and of its\nperformance for the year ended on that date; and\nii) complying with Australian Accounting Standards - Simplified Disclosure Requirements and the\nCorporations Regulations 2001\niii) complying with Victorian legislation the Fundraising Act 1998 and associated regulations;\nb) the financial statements and notes also comply with Australian Accounting Standards as disclosed in Note\n1.1; and\nc) there are reasonable grounds to believe that\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### AUS-SPEC, Building Code 2013\n\n**Type**: Code\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=AUS-SPEC%2C+Building+Code+2013\n\n**Sources**:\n- `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pages.jsonl`\n\n**Evidence contexts**:\n- Mix of small and Mix of small and 1\nmedium, large medium, large\nRegional Diversity: Cairns Region (8), Townsville City (7), Burdekin Shire (1)\nCompliance: API ENVIRONMENTAL GUIDANCE DOCUMENT:1989, AS/NZS 4801:2001, AS/NZS ISO 9001:2015,\nAS/NZS ISO 14001:2004, AUS-SPEC, Building Code 2013, Building Code 2016\nLASER ALIGNMENT\nAchieving precise shaft and bearing alignment both horizontally and vertically depending on\napplications, entailing improved and prolonged service life\nCAPABLE BUSINESS BUSINESS INDIGENOUS\nBUSINESSES SCALE SIZE OWNED\n22\nR\nC\n Source: `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pages.jsonl`\n\n### Australian Accounting Standards and the Corporations Regulations 2001\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Accounting+Standards+and+the+Corporations+Regulations+2001\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ial report of the Group is in accordance with the Corporations Act\n2001, including:(cid:3)\n(i) Giving a true and fair view of the Group’s financial position as at 30 June 2025 and of its financial\nperformance for the year ended; and(cid:3)\n(ii) Complying with Australian Accounting Standards and the Corporations Regulations 2001.(cid:3)\n(cid:3)\n(cid:17)(cid:258)(cid:400)(cid:349)(cid:400)(cid:3)(cid:296)(cid:381)(cid:396)(cid:3)(cid:75)(cid:393)(cid:349)(cid:374)(cid:349)(cid:381)(cid:374)(cid:3)\nWe conducted our audit in accordance with Australian Auditing Standards. Our responsibil\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Building Code) Building Code 2016\n\n**Type**: Code\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Building+Code%29+Building+Code+2016\n\n**Sources**:\n- `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pages.jsonl`\n\n**Evidence contexts**:\n- ogy - Security Techniques - Information Security\nManagement Systems - Requirements\nBS OHSAS 18001:2007 Occupational Heallh and Safely Management\nBuilding Code 2013 The Building Code 2013 is lhe Code for lhe Tendering and Performance of\nBuilding Work 2013 (the Building Code)\nBuilding Code 2016 The Building Code 2016 is lhe Code for lhe Tendering and Performance of\nBuilding Work 2016 (the Building Code)\nDD CEN ISO/TS 29001: 2011 Petroleum. petrochemical and natural gas industries. Sector-specific quality\nmanagement systems. Requirements for product\n Source: `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pages.jsonl`\n\n### Occupational Heallh and Safely Management Building Code 2013\n\n**Type**: Code\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Occupational+Heallh+and+Safely+Management+Building+Code+2013\n\n**Sources**:\n- `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pages.jsonl`\n\n**Evidence contexts**:\n- ty Assurance In Production, Installation\nAnd Seiv1ci ng\nBS EN ISO 9001:2015 Quahty management syslems. Requirements\nBS ISOIIEC 27001:2013 Information Technology - Security Techniques - Information Security\nManagement Systems - Requirements\nBS OHSAS 18001:2007 Occupational Heallh and Safely Management\nBuilding Code 2013 The Building Code 2013 is lhe Code for lhe Tendering and Performance of\nBuilding Work 2013 (the Building Code)\nBuilding Code 2016 The Building Code 2016 is lhe Code for lhe Tendering and Performance of\nBuilding Work 2016 (the Building Code)\nDD CEN ISO/TS 2900\n Source: `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pages.jsonl`\n\n### R2000), Building Code 2013\n\n**Type**: Code\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=R2000%29%2C+Building+Code+2013\n\n**Sources**:\n- `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pages.jsonl`\n\n**Evidence contexts**:\n- ES SCALE SIZE OWNED\n8 Mix of small and Mix of small and 0\nmedium, large medium, large\nRegional Diversity: Townsville City (6), Cairns Region (3)\nCompliance: AS/NZS 4801:2001, AS/NZS ISO 3834.2:2008, AS/NZS ISO 9001:2015, ASTM ISO9001-00, BIS IS/ISO\n9002:1994 (R2000), Building Code 2013, Building Code 2016, ISO 9001:2008, ISO 14001:2004\n1 BUSINESS SCALE = TURNOVER: Small <1m - 10m | Medium 10m - 20m | Large >20m\nBUSINESS SIZE = EMPLOYEES: Small 1 - 19 | Medium 20 - 199 | Large 200+\nCAPABILITY = NUMBER OF CAPABLE BUSINESSES: High 11+ | Modera\n Source: `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pages.jsonl`\n\n## Files Scanned\n\n- `pages/annual-reports-index.html` (page)\n- `pages/homepage.html` (page)\n- `annual-reports/2021-22.pages.jsonl` (pdf_pages)\n- `annual-reports/2022-23.pages.jsonl` (pdf_pages)\n- `annual-reports/2023-24.pages.jsonl` (pdf_pages)\n- `annual-reports/2024-25.pages.jsonl` (pdf_pages)\n- `other-pdfs/Gateway-Guide-to-Standing-Out.pages.jsonl` (pdf_pages)\n- `other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pages.jsonl` (pdf_pages)\n- `other-pdfs/Project-owner-brochure.pages.jsonl` (pdf_pages)\n- `other-pdfs/SME-SUCCESS-3.pages.jsonl` (pdf_pages)\n- `other-pdfs/Supplier-brochure.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "To contribute to increased economic activity for Australia and New Zealand, by assisting industries to gain a greater share of domestic and international business opportunities. [AR p.4]", "vision_source_page": 4, "purposes": "Driving economic growth in Australia and New Zealand by supporting local businesses and employment through a trusted Network. [AR p.4]", "purposes_source_page": 4, "how_we_deliver": "We work to stimulate and foster an open and competitive marketplace for Australian and New Zealand industry so that:\n• local industry participation remains strong.\n• Australian and NZ businesses, particularly SMEs, have a fair share of domestic business opportunities. [AR p.4]", "how_we_deliver_source_page": 4, "government_priorities": [ { "text": "Future Made in Australia priorities", "source_page": 18 } ], "outcomes": [ { "name": "Outcome 1: Supporting Australian Industry", "description": "ICN plays a key role in supporting Australian industry through the Australian Industry Participation (AIP) plan. This is achieved through managing our national database of industry capability and project opportunities – Gateway by ICN. [AR p.9]", "key_activities": [ "Managing national database of industry capability and project opportunities", "Facilitating project proponents to suitable suppliers, project managers and business opportunities" ], "source_page": 9 }, { "name": "Outcome 2: Representing Australia’s True Capability", "description": "The ICN National Office continues to work on improving and expanding functionality for our flagship application, Gateway by ICN, based on industry best practices. This ensures continuous improvement for our modern platform. [AR p.11]", "key_activities": [ "Improving and expanding functionality for Gateway by ICN", "Gathering and assessing company capability through Offerings feature" ], "source_page": 11 }, { "name": "Outcome 3: Amplifying Australia’s Capability", "description": "We have been exploring more avenues to focus on the supplier capabilities that industries are looking for right now. By utilising our Topics feature, governments and industry associations can zero in on the companies and projects sharing a common regional or sector goal. [AR p.12]", "key_activities": [ "Exploring avenues to focus on supplier capabilities", "Utilising Topics feature to identify companies and projects sharing common goals" ], "source_page": 12 }, { "name": "Outcome 4: Analysing Australia’s Capability", "description": "Perspective by ICN reports continued to be delivered to State and Federal Governments and industry, including the National Rolling Stock Manufacturing survey for the Office of National Rail Industry Coordination. Perspective by ICN is being transformed into a comprehensive decision-support platform. [AR p.13]", "key_activities": [ "Delivering Perspective by ICN reports", "Transforming Perspective by ICN into a decision-support platform" ], "source_page": 13 } ], "values": [ "Innovation", "Integrity", "Collaboration" ], "values_framework_name": "ICNL Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Local content and supplier data", "target": "To ensure Australian projects are serviced by Australian businesses", "source_page": 18 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Local content and supplier data", "result": "ICNL’s database was used by Government as a source of sovereign capability data", "status": "Achieved", "source_page": 18 } ], "_source_urls": { "annual_report_url": "https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "B-001946", "entity_name": "Industry Capability Network Limited", "folder_name": "Industry-Capability-Network-Limited", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "Find out more\nEverything you need to get work and get work done for:\nSuppliers - local service providers\nBuyers - project owners\nGovernment - federal, state and local departments, agencies and authorities\nMarket analysts - economic, procurement and supply chain\nEverything you need to get work and get work done for:\nSuppliers - local service providers\nBuyers - project owners\nGovernment - federal, state and local departments, agencies and authorities\nMarket analysts - economic, procurement and supply chain\nIn 2024 - 25\nICN Achieved\n$\n3.06\nB+\nValue of wins\n110\nNew projects listed\n2,791\nNew work packages listed\n8,509\nNumber of awarded companies\nFigures From 30 June 2024 - 1 July 2025\nIn 2024 - 25\nICN Achieved\n$3.06B+\nValue of wins\n110\nNew projects listed\n2,791\nNew work packages listed\n8,509\nNumber of awarded companies\nFigures From 30 June 2024 - 1 July 2025", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "pages/homepage.html (http://www.icn.org.au)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-001946", "entity_name": "Industry Capability Network Limited", "folder_name": "Industry-Capability-Network-Limited", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "Find out more\nEverything you need to get work and get work done for:\nSuppliers - local service providers\nBuyers - project owners\nGovernment - federal, state and local departments, agencies and authorities\nMarket analysts - economic, procurement and supply chain\nEverything you need to get work and get work done for:\nSuppliers - local service providers\nBuyers - project owners\nGovernment - federal, state and local departments, agencies and authorities\nMarket analysts - economic, procurement and supply chain\nIn 2024 - 25\nICN Achieved\n$\n3.06\nB+\nValue of wins\n110\nNew projects listed\n2,791\nNew work packages listed\n8,509\nNumber of awarded companies\nFigures From 30 June 2024 - 1 July 2025\nIn 2024 - 25\nICN Achieved\n$3.06B+\nValue of wins\n110\nNew projects listed\n2,791\nNew work packages listed\n8,509\nNumber of awarded companies\nFigures From 30 June 2024 - 1 July 2025", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "pages/homepage.html (http://www.icn.org.au)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-001946", "entity_name": "Industry Capability Network Limited", "folder_name": "Industry-Capability-Network-Limited", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 3]\nBACK TO CONTENTS\nCONTENTS\nChairman’s Review 3\nCEO’s Report 4\nHighlights at A Glance 6\nSupporting Australian Industry 7\n40th Birthday 8\nRepresenting Australia’s True Capability 9\nAmplifying Australia’s Capability 10\nAnalysing Australia’s Capability 12\nInvesting in Our People 14\nOrganisational Chart 15\nEmbracing the Future 16\nFunction and Focus 17\nStrategic PARTNERS 19\nAppendix 1: Company Membership 20\nAppendix 2: Board Composition 21\nAppendix 3: Independent Audit Report and Declaration 23\nAppendix 4: Financial Statements 26\nANNUAL REPORT 2024–25 1", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-001946", "entity_name": "Industry Capability Network Limited", "folder_name": "Industry-Capability-Network-Limited", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 3]\nBACK TO CONTENTS\nCONTENTS\nChairman’s Review 3\nCEO’s Report 4\nHighlights at A Glance 6\nSupporting Australian Industry 7\n40th Birthday 8\nRepresenting Australia’s True Capability 9\nAmplifying Australia’s Capability 10\nAnalysing Australia’s Capability 12\nInvesting in Our People 14\nOrganisational Chart 15\nEmbracing the Future 16\nFunction and Focus 17\nStrategic PARTNERS 19\nAppendix 1: Company Membership 20\nAppendix 2: Board Composition 21\nAppendix 3: Independent Audit Report and Declaration 23\nAppendix 4: Financial Statements 26\nANNUAL REPORT 2024–25 1", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2024-25.pdf (https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-001946", "entity_name": "Industry Capability Network Limited", "folder_name": "Industry-Capability-Network-Limited", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "Network quality data\nAdapt, develop and enhance product suite Market analysis and Attractive culture, matched\nfor the changing needs of Government as customer focus skills and resources to deliver\na customer\nAgreed performance measures and Diversify and integrate Responsive, agile and\naccountability of the Network offices validated and rich data innovative\n(National KPI’s)\nFurthered uses of AI and other technology Product development Partners in a collaborative\nto support state operations and SME clients and symbiotic federated\n(E.g. to reduce cost of data validation). network (ICN & ICNL)\nICN as a panel Strategic collaboration and\npartnerships\nFuture-proof Sustainable and funded\norganisation\nWell governed\nA significant achievement during the reporting The achievements during the year are the result", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-001946", "entity_name": "Industry Capability Network Limited", "folder_name": "Industry-Capability-Network-Limited", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "Network quality data\nAdapt, develop and enhance product suite Market analysis and Attractive culture, matched\nfor the changing needs of Government as customer focus skills and resources to deliver\na customer\nAgreed performance measures and Diversify and integrate Responsive, agile and\naccountability of the Network offices validated and rich data innovative\n(National KPI’s)\nFurthered uses of AI and other technology Product development Partners in a collaborative\nto support state operations and SME clients and symbiotic federated\n(E.g. to reduce cost of data validation). network (ICN & ICNL)\nICN as a panel Strategic collaboration and\npartnerships\nFuture-proof Sustainable and funded\norganisation\nWell governed\nA significant achievement during the reporting The achievements during the year are the result", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-001946", "entity_name": "Industry Capability Network Limited", "folder_name": "Industry-Capability-Network-Limited", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "Some systems are capable of risk assessment as well\nCAPABLE BUSINESS BUSINESS INDIGENOUS\nBUSINESSES SCALE SIZE OWNED\n7 Mix of small and large Mix of medium and large 0\nRegional Diversity: Cairns Region (6), Townsville City (4), Burdekin Shire (1)\nCompliance: AS/NZS 4801:2001, AS/NZS ISO 9001:2008, AS/NZS ISO 9001:2015, BS OHSAS 18001:2007, Building\nCode 2013, ISO 9001:2008, ISO 14001:2004, ISO 14001:2015, ISO 45001:2018\nBATTERY SYSTEMS\nInstallation, repairs and maintenance of 12V/24V/36V/48V battery powered systems\nCAPABLE BUSINESS BUSINESS INDIGENOUS\nBUSINESSES SCALE SIZE OWNED\n10 Mix of small and Mix of small and 0\nmedium, large medium, large\nRegional Diversity: Cairns Region (5), Townsville City (5)\nCompliance: AS/NZS 4801:2001, AS/NZS ISO 9001:2015, ASTM ISO9001-00, ASTM ISO14001-04, BS OHSAS", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pdf (https://icn.org.au/wp-content/uploads/2025/10/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-001946", "entity_name": "Industry Capability Network Limited", "folder_name": "Industry-Capability-Network-Limited", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "Some systems are capable of risk assessment as well\nCAPABLE BUSINESS BUSINESS INDIGENOUS\nBUSINESSES SCALE SIZE OWNED\n7 Mix of small and large Mix of medium and large 0\nRegional Diversity: Cairns Region (6), Townsville City (4), Burdekin Shire (1)\nCompliance: AS/NZS 4801:2001, AS/NZS ISO 9001:2008, AS/NZS ISO 9001:2015, BS OHSAS 18001:2007, Building\nCode 2013, ISO 9001:2008, ISO 14001:2004, ISO 14001:2015, ISO 45001:2018\nBATTERY SYSTEMS\nInstallation, repairs and maintenance of 12V/24V/36V/48V battery powered systems\nCAPABLE BUSINESS BUSINESS INDIGENOUS\nBUSINESSES SCALE SIZE OWNED\n10 Mix of small and Mix of small and 0\nmedium, large medium, large\nRegional Diversity: Cairns Region (5), Townsville City (5)\nCompliance: AS/NZS 4801:2001, AS/NZS ISO 9001:2015, ASTM ISO9001-00, ASTM ISO14001-04, BS OHSAS", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "other-pdfs/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pdf (https://icn.org.au/wp-content/uploads/2025/10/north-and-far-north-queensland-maritime-industry-supply-chain-report-1.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-001946", "entity_name": "Industry Capability Network Limited", "folder_name": "Industry-Capability-Network-Limited", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 35]\nBOARD COMMITTEES\nIT GOVERNANCE FINANCE AUDIT AND\nCOMMITTEE RISK MANAGEMENT\nCOMMITTEE\nThe IT Governance Committee provides strategic\nguidance for, and oversight of, IT activities and\nThe Finance, Audit and Risk Management\noperations to the ICN National Office on behalf\nCommittee provides advice and\nof the Board.\nrecommendations to the ICN Board\non company finances.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-001946", "entity_name": "Industry Capability Network Limited", "folder_name": "Industry-Capability-Network-Limited", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 35]\nBOARD COMMITTEES\nIT GOVERNANCE FINANCE AUDIT AND\nCOMMITTEE RISK MANAGEMENT\nCOMMITTEE\nThe IT Governance Committee provides strategic\nguidance for, and oversight of, IT activities and\nThe Finance, Audit and Risk Management\noperations to the ICN National Office on behalf\nCommittee provides advice and\nof the Board.\nrecommendations to the ICN Board\non company finances.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-001946", "entity_name": "Industry Capability Network Limited", "folder_name": "Industry-Capability-Network-Limited", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[Page 3]\nCONTENTS\nABOUT ICN 1 COMMUNICATIONS AND ENGAGEMENT 19\nYEAR IN REVIEW 2 Engagement with Government\nand industry 19\nICN IN NUMBERS 3\nStrategic insights and sustainability 19\nCHAIR REPORT 4 Commitment to feedback and\ncontinuous improvement 19\nCEO REPORT 6\nKey initiatives and achievements 20\nVALUE DELIVERY 8\nCASE STUDY 22\nSupporting Australian industry 8\nHow Park Fuels is fueling Snowy 2.0 22\nMapping Australia’s capability 8\nTECHNOLOGY SYSTEMS 24\nUser experience 10\nSecurity-first approach 10 Gateway by ICN 24\nLooking forward 10\nTopics by ICN 24\nSystems security 24\nEMPLOYEE ENGAGEMENT 11\nSystems growth 24\nInvesting in our people 11\nGOVERNANCE 25\nORGANISATIONAL STRUCTURE 12\nSTRATEGIC\nOPERATIONS 13\nDIRECTION 26\nFUNCTIONS AND FOCUS 14\nCOMPANY MEMBERSHIP 28\nNATIONAL SUPPORT 15\nBOARD COMPOSITION 29\nICN Strategic Plan 15\nBOARD COMMITTEES 31\nNATIONAL WORKING GROUPS 16", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-001946", "entity_name": "Industry Capability Network Limited", "folder_name": "Industry-Capability-Network-Limited", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[Page 3]\nCONTENTS\nABOUT ICN 1 COMMUNICATIONS AND ENGAGEMENT 19\nYEAR IN REVIEW 2 Engagement with Government\nand industry 19\nICN IN NUMBERS 3\nStrategic insights and sustainability 19\nCHAIR REPORT 4 Commitment to feedback and\ncontinuous improvement 19\nCEO REPORT 6\nKey initiatives and achievements 20\nVALUE DELIVERY 8\nCASE STUDY 22\nSupporting Australian industry 8\nHow Park Fuels is fueling Snowy 2.0 22\nMapping Australia’s capability 8\nTECHNOLOGY SYSTEMS 24\nUser experience 10\nSecurity-first approach 10 Gateway by ICN 24\nLooking forward 10\nTopics by ICN 24\nSystems security 24\nEMPLOYEE ENGAGEMENT 11\nSystems growth 24\nInvesting in our people 11\nGOVERNANCE 25\nORGANISATIONAL STRUCTURE 12\nSTRATEGIC\nOPERATIONS 13\nDIRECTION 26\nFUNCTIONS AND FOCUS 14\nCOMPANY MEMBERSHIP 28\nNATIONAL SUPPORT 15\nBOARD COMPOSITION 29\nICN Strategic Plan 15\nBOARD COMMITTEES 31\nNATIONAL WORKING GROUPS 16", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2023-24.pdf (https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2024-25", "url": "https://icn.org.au/wp-content/uploads/2025/11/25393-ICN-Annual-Report-2024–25-Web.pdf", "file": "annual-reports/2024-25.pdf", "bytes": 8436550, "link_text": "Download" }, { "category": "annual-reports", "year": "2023-24", "url": "https://icn.org.au/wp-content/uploads/2025/02/ICN-Annual-Report-2023–24.pdf", "file": 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