{ "entity_id": "B-004650", "folder": "Inland-Rail-Pty-Ltd", "name": "Inland Rail Pty Ltd", "type": "Government Subsidiary", "jurisdiction": "Commonwealth", "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts", "website": "https://inlandrail.com.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 5, "n_kpi_targets": 11, "n_kpi_results": 11, "n_outcomes": 1, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "We deliver a safe and effective rail network operation that connects the nation, now and into the future. [CP p. 16]", "official_site_url": "https://inlandrail.com.au/", "source_documents": [ { "type": "corporate_plan", "title": "Statement of Corporate Intent (Corporate Plan) 2025-26", "url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "period": "2025-26", "confidence": "high" } ], "purpose": { "text": "We deliver a safe and effective rail network operation that connects the nation, now and into the future. [CP p. 16]", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": 16, "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=16" }, "vision": null, "strategic_priorities": [ { "title": "Lead the nation in providing a safe, resilient and reliable network", "description": "Lead the nation in providing a safe, resilient and reliable network", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": 17, "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17" }, { "title": "Grow rail’s market share", "description": "Grow rail’s market share", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": 17, "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17" }, { "title": "Work with communities and the supply chain as a trusted partner", "description": "Work with communities and the supply chain as a trusted partner", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": 17, "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17" } ], "values": [ { "name": "No Harm", "description": "", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": null }, { "name": "Future Thinking", "description": "", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": null }, { "name": "Active Engagement", "description": "", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": null }, { "name": "Results", "description": "", "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Network Reliability", "description": "ARTC manages the movement of over 410 freight and passenger trains each day, connecting Australia’s regions, cities, and ports. In managing this critical infrastructure, our focus is firmly on our customers – meeting their needs is the purpose of our business. [CP p. 18]", "activities": [ "Investing in the maintenance and enhancement of its significant national rail network through its Asset Management Plan", "Delivering the Network Investment Program (NIP) with the support of the Australian Government" ], "source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "source_page": 18, "source_deep_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=18" } ], "performance_measures": [ { "code": "TRIFR", "measure": "Significant Severity Frequency Rate", "target": "2.00", "latest_result": "2.9", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "Pollution", "measure": "Significant pollution incidents during Construction", "target": "0", "latest_result": "0", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "Local Spend", "measure": "Spend with local businesses", "target": "40%", "latest_result": "40%", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "FN Spend", "measure": "Spend with First Nations Businesses", "target": "4%", "latest_result": "4%", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "FN Workforce", "measure": "Workforce who are local First Nations residents", "target": "5%", "latest_result": "5%", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "Local Workforce", "measure": "Workforce who are local residents", "target": "30%", "latest_result": "30%", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "Employee Engagement", "measure": "Employee Engagement Score", "target": "75%", "latest_result": "65%", "status": "Partially achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "Employee Turnover", "measure": "Employee Turnover (Voluntary)", "target": "15%", "latest_result": "18%", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "Female Participation", "measure": "Female Participation", "target": "46%", "latest_result": "45%", "status": "Not achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "FN Participation", "measure": "First Nations Participation", "target": "4%", "latest_result": "3%", "status": "Achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 }, { "code": "Project Expenditure", "measure": "Project Expenditure", "target": "Target achieved +/-10% of target", "latest_result": "Over budget", "status": "Not achieved", "target_source_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "target_source_page": 47, "result_source_url": "", "result_source_page": 47 } ], "document_alignment_terms": { "must_support": [ "We deliver a safe and effective rail network operation that connects the nation, now and into the future. [CP p. 16]", "Lead the nation in providing a safe, resilient and reliable network", "Grow rail’s market share", "Work with communities and the supply chain as a trusted partner" ], "watch_terms": [ "Significant Severity Frequency Rate", "Significant pollution incidents during Construction", "Spend with local businesses", "Spend with First Nations Businesses", "Workforce who are local First Nations residents", "Workforce who are local residents", "Employee Engagement Score", "Employee Turnover (Voluntary)", "Female Participation", "First Nations Participation", "Project Expenditure" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Inland Rail Pty Ltd — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)\n\n## Our purpose / purposes\n\n> We deliver a safe and effective rail network operation that connects the nation, now and into the future. [CP p.16](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=16) [[CP p.16](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=16)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=16)]\n\n## How we deliver\n\n> We lead the nation in providing a safe, resilient and reliable network. [CP p.17](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17) [[CP p.17](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17)]\n\n## Government priorities for this department\n\n- Lead the nation in providing a safe, resilient and reliable network [[CP p.17](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17)]\n- Grow rail’s market share [[CP p.17](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17)]\n- Work with communities and the supply chain as a trusted partner [[CP p.17](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=17)]\n\n## Outcomes\n\n### Outcome 1: Network Reliability\nARTC manages the movement of over 410 freight and passenger trains each day, connecting Australia’s regions, cities, and ports. In managing this critical infrastructure, our focus is firmly on our customers – meeting their needs is the purpose of our business. [CP p.18](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=18) [[CP p.18](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=18)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=18)]\n\n**Key activities:**\n- Investing in the maintenance and enhancement of its significant national rail network through its Asset Management Plan\n- Delivering the Network Investment Program (NIP) with the support of the Australian Government\n\n## Values and principles\n\n_ARTC Values_\n\n- No Harm\n- Future Thinking\n- Active Engagement\n- Results\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| TRIFR | Significant Severity Frequency Rate | 2.00 | [CP p.47](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47) |\n| Pollution | Significant pollution incidents during Construction | 0 | [CP p.47](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47) |\n| Local Spend | Spend with local businesses | 40% | [CP p.47](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47) |\n| FN Spend | Spend with First Nations Businesses | 4% | [CP p.47](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47) |\n| FN Workforce | Workforce who are local First Nations residents | 5% | [CP p.47](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47) |\n| Local Workforce | Workforce who are local residents | 30% | [CP p.47](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47) |\n| Employee Engagement | Employee Engagement Score | 75% | [CP p.47](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47) |\n| Employee Turnover | Employee Turnover (Voluntary) | 15% | [CP p.47](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47) |\n| Female Participation | Female Participation | 46% | [CP p.47](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47) |\n| FN Participation | First Nations Participation | 4% | [CP p.47](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47) |\n| Project Expenditure | Project Expenditure | Target achieved +/-10% of target | [CP p.47](https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47)(https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf#page=47) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| TRIFR | Combined TRIFR (Employee and Contractor) | 2.9 | Achieved | AR p.47 |\n| Pollution | Significant pollution incidents during Construction | 0 | Achieved | AR p.47 |\n| Local Spend | Spend with local businesses | 40% | Achieved | AR p.47 |\n| FN Spend | Spend with First Nations Businesses | 4% | Achieved | AR p.47 |\n| FN Workforce | Workforce who are local First Nations residents | 5% | Achieved | AR p.47 |\n| Local Workforce | Workforce who are local residents | 30% | Achieved | AR p.47 |\n| Employee Engagement | Employee Engagement Score | 65% | Partially achieved | AR p.47 |\n| Employee Turnover | Employee Turnover (Voluntary) | 18% | Achieved | AR p.47 |\n| Female Participation | Female Participation | 45% | Not achieved | AR p.47 |\n| FN Participation | First Nations Participation | 3% | Achieved | AR p.47 |\n| Project Expenditure | Project Expenditure | Over budget | Not achieved | AR p.47 |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Inland Rail Pty Ltd - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:29:42.049196+00:00\n**Entity ID**: B-004650\n**Entity type**: Government Subsidiary\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: https://inlandrail.com.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| corporate-plans | 1 |\n| other-pdfs | 4 |\n| pages | 16 |\n\n## Executive Readout\n\n### Purpose\n\n- Work with integrity 29\nWhat happens when you speak up 9\nProtecting those who speak up 9 Foster open, constructive government relationships 30\nSpeak up 9 Treat our business partners and agents\nwith respect, transparency and fairness 32\nHow to speak up 10\nConduct business in an ethical and honest manner 34\nWhat happens if you breach Our Code 10\nTransparent supplier relationships 36\nOur Vision, Purpose and Values 11 Conflicts of Interest, Gifts and Hospitality 38\nCommunicate consistently and truthfully 41\n1.\n Source: `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pdf (https://inlandrail.com.au/wp-content/uploads/2026/01/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-PO-0008.pdf)`\n- [Page 11]\nOur Vision, Purpose\nand Values\n11 Inland Rail | Code of Conduct 2024 CONFIDENTIAL | Aconex Number 0-0000-900-PHR-00-PO-0008\n Source: `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pdf (https://inlandrail.com.au/wp-content/uploads/2026/01/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-PO-0008.pdf)`\n- Vision\nCollaboration\nTogether, we’re transforming Australia’s\nTeamwork is at the heart of what we do\nfreight future\nAccountability\nPurpose\nDoing things right, means doing things safely\nTo deliver an efficient and reliable\nrail freight connection\nRespect\nWe behave honestly and with integrity\nExcellence\nWe bring our passion, creativity and drive to solve\ncomplex challenges every day\n12 Inland Rail | Code of Conduct 2024 CONFIDENTIAL | Aconex Number 0-0000-900-PHR-00-PO-0008\n Source: `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pdf (https://inlandrail.com.au/wp-content/uploads/2026/01/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-PO-0008.pdf)`\n- [Page 19]\nHighlights About About Leadership Community Environment Sustainable Future\nFY24 Inland Rail this Report and awareness Governance and economy and heritage Resource use procurement operations\nObjective: Leadership and awareness\nTargets and FY24 progress and outcomes\nLeadership and awareness\nProgress to date FY24 progress\ntargets and objectives\nAchieve a Program wide On track On track\nInfrastructure Sustainability (IS)\n• The Parkes to Narromine project has been • The Narrabri to North Star Phase 1\nrating of ‘Excellent’, which is verified as ‘Excellent’ for its final As Built project submitted its final As Built\nbetween 50–74 IS points. rating submission for verification\n• The Narrabri to North Star SP1 project • The Beveridge to Albury Tranche 1 project\nhas been verified as ‘Excellent’ for its is preparing to submit its Design rating\ninterim Design rating\n Source: `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)`\n\n### Role and Functions\n\n- [Page 3]\nCONTENTS\nCHAIR AND CEO’S MESSAGE 2\nABOUT ARTC 4\nOUR ROLE 6\nOUR VALUES 7\nOUR NETWORK 8\nOUR RISK MANAGEMENT AND OVERSIGHT 10\nOUR OPERATING ENVIRONMENT 12\nOUR STRATEGY 14\nA.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [pages 13,14,15,16,17]\nd procedures and ensure that risk\nmanagement and mitigation is communicated and part of the company’s\nday to day workplace practices.\n– Discharging its responsibilities under the Corporations Act and the\nPGPA Act 2013 in respect of risk management and risk mitigation.\n– Reviewing risk and improvement plans.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- Vision\nCollaboration\nTogether, we’re transforming Australia’s\nTeamwork is at the heart of what we do\nfreight future\nAccountability\nPurpose\nDoing things right, means doing things safely\nTo deliver an efficient and reliable\nrail freight connection\nRespect\nWe behave honestly and with integrity\nExcellence\nWe bring our passion, creativity and drive to solve\ncomplex challenges every day\n12 Inland Rail | Code of Conduct 2024 CONFIDENTIAL | Aconex Number 0-0000-900-PHR-00-PO-0008\n Source: `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pdf (https://inlandrail.com.au/wp-content/uploads/2026/01/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-PO-0008.pdf)`\n- [pages 8,9,10,11,12,13,14]\ne and Our Values\nConscience Does this fit with my personal\n• ensure every team member understands their\nvalues?\nresponsibilities to always comply with Our Code and\nOur Values Feel Does this feel right?\n• foster an inclusive culture where everyone feels safe to If you answer no to any of the above, stop and speak\nbring their whole selves to work and are comfortable to with your leader.\nspeak up or ask questions without fear of retribution\n• respond to concerns promptly, appropriately and\nmaintain confidentiality\nFeedback\n• take meaningful action if you see conduct that doesn't\nmeet our expected standards.\n Source: `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pdf (https://inlandrail.com.au/wp-content/uploads/2026/01/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-PO-0008.pdf)`\n- WE WORK WITH COMMUNITY AND THE SUPPLY CHAIN AS A TRUSTED PARTNER 29\nINLAND RAIL PTY LTD 32\nCHAIR AND CEO MESSAGE 33\nINTRODUCTION 34\nAPPROVED PROJECT WORKS 37\nSAFETY 42\nACTIVE ENGAGEMENT 43\nPERFORMANCE: OUR PROGRESS 44\nCORPORATE GOVERNANCE AND RESOURCES 48\nRISK MANAGEMENT 49\nSTATEMENT OF PREPARATION\nThe 2025-26 Statement of Corporate Intent covers the period from 2025-26 to 2029-30, as required under subsection\n95(1)(b) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 20]\nOUR STRATEGY\nARTC Safety Plan 2025-2028\n– Informed by the Safety Culture Review completed in The plan targets risk reduction across ARTC’s four\nNovember 2024 and to support ARTC’s transition to enterprise safety risks:\na proactive safety approach, ARTC has developed\n– Train-to-train collisions\nthe 2025–2028 Safety Plan to provide a clear\n– Derailments\nstrategy, key focus areas, and tactical actions to drive\nmeasurable improvements in safety performance. – Injuries to the public, including at level crossings and\nother public interfaces\n– The plan outlines mid-term milestones and targets\n– Injuries to the workforce.\nto support ARTC’s ambition to be an industry leader\nin safety.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n\n### Strategic Priorities\n\n- [Page 3]\nCONTENTS\nCHAIR AND CEO’S MESSAGE 2\nABOUT ARTC 4\nOUR ROLE 6\nOUR VALUES 7\nOUR NETWORK 8\nOUR RISK MANAGEMENT AND OVERSIGHT 10\nOUR OPERATING ENVIRONMENT 12\nOUR STRATEGY 14\nA.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- WE WORK WITH COMMUNITY AND THE SUPPLY CHAIN AS A TRUSTED PARTNER 29\nINLAND RAIL PTY LTD 32\nCHAIR AND CEO MESSAGE 33\nINTRODUCTION 34\nAPPROVED PROJECT WORKS 37\nSAFETY 42\nACTIVE ENGAGEMENT 43\nPERFORMANCE: OUR PROGRESS 44\nCORPORATE GOVERNANCE AND RESOURCES 48\nRISK MANAGEMENT 49\nSTATEMENT OF PREPARATION\nThe 2025-26 Statement of Corporate Intent covers the period from 2025-26 to 2029-30, as required under subsection\n95(1)(b) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [pages 13,14,15,16,17]\nd procedures and ensure that risk\nmanagement and mitigation is communicated and part of the company’s\nday to day workplace practices.\n– Discharging its responsibilities under the Corporations Act and the\nPGPA Act 2013 in respect of risk management and risk mitigation.\n– Reviewing risk and improvement plans.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 20]\nOUR STRATEGY\nARTC Safety Plan 2025-2028\n– Informed by the Safety Culture Review completed in The plan targets risk reduction across ARTC’s four\nNovember 2024 and to support ARTC’s transition to enterprise safety risks:\na proactive safety approach, ARTC has developed\n– Train-to-train collisions\nthe 2025–2028 Safety Plan to provide a clear\n– Derailments\nstrategy, key focus areas, and tactical actions to drive\nmeasurable improvements in safety performance. – Injuries to the public, including at level crossings and\nother public interfaces\n– The plan outlines mid-term milestones and targets\n– Injuries to the workforce.\nto support ARTC’s ambition to be an industry leader\nin safety.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- National Crystal Brook to Melbourne Parkes to Broken Hill\nThe NIP addresses the current state and long-term\nvision for the development of the national network • Introduction of an Electronic • Upgrade of signalling to • Extended crossing loops to\nthrough an additional targeted $1.04 billion investment Train Authority Management computer-based interlocking. accommodate 1,800m trains.\nsystem to digitally issue and • Undergrounding communication • Automated control system\nin infrastructure works between 2025 and 2030.\nmanage movement authorities wires to reduce risk of theft. infrastructure introduced on\nThe accelerated investment will enhance network\nfor train drivers and track workers, • Replacement of existing eleven crossing loops.\nperformance and support customer requirements.\nimproving the accuracy and underground communication wires\ntimeliness of critical to reduce signal outages.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 48]\nProgram KPIs\nMetric FY25 Actual Comment FY26 FY27 FY28 FY29***\nTRIFR (Combined 2.9 2.6 2.4 2.2\nEmployee and\nContractor)*\nSignificant Severity 2.00 2.00 2.00 2.00\nFrequency Rate\nSignificant pollution 0 0 0 0\nincidents during\nConstruction\nSpend with local 40% 40% 40% 40%\nbusinesses\nSpend with First 4% 4% 4% 4%\nNations Businesses\nWorkforce who are local 5% 5% 5% 5%\nFirst Nations residents\nWorkforce who are 30% 30% 30% 30%\nlocal residents\nEmployee 65% 70% 75% 75%\nEngagement Score\nEmployee Turnover 18% 16% 15% 15%\n(Voluntary)\nFemale Participation Performance dipped 45% 46% 46% 46%\nbelow target in Q4 due\nto higher male hire rate\nFirst Nations 3% 4% 4% 4%\nParticipation\nProject Expenditure The key drivers of +/- 10.5% +/- 10% +/- 10% +/- 10%\n($M)** the below budget of agreed of agreed of agreed of agreed\nposition followed FY26 FY27 FY28 FY29\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- Positive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nIllabo to Stockinbingal\nPositive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nStockinbingal to Parkes\n% of women in 40% 40% 40% 40%\nexecutive leadership\nand governance\npositions\nTarget achieved +/-10% of target >10% of target\nFootnotes:\n*Calculation for Combined TRIFR: (employee + contractor recordable injuries) divided by (employee + contractor worked hours) multiplied by\n(1 million).\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- Statement of Corporate Intent\nAustralian Rail Track Corporation (ARTC) has released its\nStatement of Corporate Intent (Corporate Plan) 2025-26\n, outlining its strategic direction and priorities for the next five years.\n Source: `pages/about.html (https://inlandrail.com.au/about-us/)`\n- 249\nindividuals have completed competencies\nin civil construction courses, 92 individuals\nin rail industry courses and 85 individuals in\nother regional priority courses.\n Source: `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)`\n- Procurement spend boosts regional communities\nRegional communities in north-west New The Phase 1 project upgraded 176 kilometres\nSouth Wales, including Moree, Narrabri of track along the existing corridor from\nand Tamworth, reaped a major economic Narrabri to North Star, providing jobs for\nboost with $244 million spent as a result of nearly 700 local residents, who represented\nconstruction of the Narrabri to North Star more than 30% of the total workforce on the\nPhase 1 section of the Inland Rail project, project, including nearly 200 local workers\nwith 137 local businesses in northwest from First Nations communities.\n Source: `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 48]\nProgram KPIs\nMetric FY25 Actual Comment FY26 FY27 FY28 FY29***\nTRIFR (Combined 2.9 2.6 2.4 2.2\nEmployee and\nContractor)*\nSignificant Severity 2.00 2.00 2.00 2.00\nFrequency Rate\nSignificant pollution 0 0 0 0\nincidents during\nConstruction\nSpend with local 40% 40% 40% 40%\nbusinesses\nSpend with First 4% 4% 4% 4%\nNations Businesses\nWorkforce who are local 5% 5% 5% 5%\nFirst Nations residents\nWorkforce who are 30% 30% 30% 30%\nlocal residents\nEmployee 65% 70% 75% 75%\nEngagement Score\nEmployee Turnover 18% 16% 15% 15%\n(Voluntary)\nFemale Participation Performance dipped 45% 46% 46% 46%\nbelow target in Q4 due\nto higher male hire rate\nFirst Nations 3% 4% 4% 4%\nParticipation\nProject Expenditure The key drivers of +/- 10.5% +/- 10% +/- 10% +/- 10%\n($M)** the below budget of agreed of agreed of agreed of agreed\nposition followed FY26 FY27 FY28 FY29\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- Positive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nIllabo to Stockinbingal\nPositive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nStockinbingal to Parkes\n% of women in 40% 40% 40% 40%\nexecutive leadership\nand governance\npositions\nTarget achieved +/-10% of target >10% of target\nFootnotes:\n*Calculation for Combined TRIFR: (employee + contractor recordable injuries) divided by (employee + contractor worked hours) multiplied by\n(1 million).\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 15]\nProgram KPIs\nMetric FY25 Actual Comment FY26 FY27 FY28 FY29***\nTRIFR (Combined 2.9 2.6 2.4 2.2\nEmployee and\nContractor)*\nSignificant Severity 2.00 2.00 2.00 2.00\nFrequency Rate\nSignificant pollution 0 0 0 0\nincidents during\nConstruction\nSpend with local 40% 40% 40% 40%\nbusinesses\nSpend with First 4% 4% 4% 4%\nNations Businesses\nWorkforce who are local 5% 5% 5% 5%\nFirst Nations residents\nWorkforce who are 30% 30% 30% 30%\nlocal residents\nEmployee 65% 70% 75% 75%\nEngagement Score\nEmployee Turnover 18% 16% 15% 15%\n(Voluntary)\nFemale Participation Performance dipped 45% 46% 46% 46%\nbelow target in Q4 due\nto higher male hire rate\nFirst Nations 3% 4% 4% 4%\nParticipation\nProject Expenditure The key drivers of +/- 10.5% +/- 10% +/- 10% +/- 10%\n($M)** the below budget of agreed of agreed of agreed of agreed\nposition followed FY26 FY27 FY28 FY29\n Source: `other-pdfs/TWP-202508-Inland-Rail-extract-of-ARTC-Statement-of-Corporate-Intent-2025-web.pdf (https://inlandrail.com.au/wp-content/uploads/2025/09/TWP-202508-Inland-Rail-extract-of-ARTC-Statement-of-Corporate-Intent-2025-web.pdf)`\n- Procurement spend boosts regional communities\nRegional communities in north-west New The Phase 1 project upgraded 176 kilometres\nSouth Wales, including Moree, Narrabri of track along the existing corridor from\nand Tamworth, reaped a major economic Narrabri to North Star, providing jobs for\nboost with $244 million spent as a result of nearly 700 local residents, who represented\nconstruction of the Narrabri to North Star more than 30% of the total workforce on the\nPhase 1 section of the Inland Rail project, project, including nearly 200 local workers\nwith 137 local businesses in northwest from First Nations communities.\n Source: `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)`\n- ARTC is actively delivering on our ESG\nEnhancing climate resilience\ncommitments having:\nacross rail: A more climate\n– Reduced greenhouse gas (GHG) emissions by 12 per resilient, decarbonised\ncent from our 2022 baseline. national rail network and\nadaptive business model\n– Planned for 100 per cent renewables in electricity\nfor ARTC achieved through\nconsumption by 2030, and progressive fleet and plan\nsector-wide collaboration, deep\ndecarbonisation.\nknowledge of our emissions,\n– Achieved 47 per cent female participation at executive and responsiveness to a\nand senior levels and five per cent First Nations changing economy.\nparticipation in our workforce.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- Download the Code\nSustainability Report\nOur sustainability progress and impact: 2023-2024 highlights\nOur Annual Sustainability Report 2023–2024 highlights the positive environmental, social and economic outcomes achieved across Inland Rail during that period.\n Source: `pages/about.html (https://inlandrail.com.au/about-us/)`\n- Since 2019, reducing waste but also minimising greenhouse\nwe have invested over $1.36 million in 427 gas emissions that would otherwise result from\ncommunity initiatives through our Community producing new materials.\n Source: `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)`\n- [Page 3]\nCONTENTS\nCHAIR AND CEO’S MESSAGE 2\nABOUT ARTC 4\nOUR ROLE 6\nOUR VALUES 7\nOUR NETWORK 8\nOUR RISK MANAGEMENT AND OVERSIGHT 10\nOUR OPERATING ENVIRONMENT 12\nOUR STRATEGY 14\nA.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- WE WORK WITH COMMUNITY AND THE SUPPLY CHAIN AS A TRUSTED PARTNER 29\nINLAND RAIL PTY LTD 32\nCHAIR AND CEO MESSAGE 33\nINTRODUCTION 34\nAPPROVED PROJECT WORKS 37\nSAFETY 42\nACTIVE ENGAGEMENT 43\nPERFORMANCE: OUR PROGRESS 44\nCORPORATE GOVERNANCE AND RESOURCES 48\nRISK MANAGEMENT 49\nSTATEMENT OF PREPARATION\nThe 2025-26 Statement of Corporate Intent covers the period from 2025-26 to 2029-30, as required under subsection\n95(1)(b) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [pages 13,14,15,16,17]\nd procedures and ensure that risk\nmanagement and mitigation is communicated and part of the company’s\nday to day workplace practices.\n– Discharging its responsibilities under the Corporations Act and the\nPGPA Act 2013 in respect of risk management and risk mitigation.\n– Reviewing risk and improvement plans.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 20]\nOUR STRATEGY\nARTC Safety Plan 2025-2028\n– Informed by the Safety Culture Review completed in The plan targets risk reduction across ARTC’s four\nNovember 2024 and to support ARTC’s transition to enterprise safety risks:\na proactive safety approach, ARTC has developed\n– Train-to-train collisions\nthe 2025–2028 Safety Plan to provide a clear\n– Derailments\nstrategy, key focus areas, and tactical actions to drive\nmeasurable improvements in safety performance. – Injuries to the public, including at level crossings and\nother public interfaces\n– The plan outlines mid-term milestones and targets\n– Injuries to the workforce.\nto support ARTC’s ambition to be an industry leader\nin safety.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- National Crystal Brook to Melbourne Parkes to Broken Hill\nThe NIP addresses the current state and long-term\nvision for the development of the national network • Introduction of an Electronic • Upgrade of signalling to • Extended crossing loops to\nthrough an additional targeted $1.04 billion investment Train Authority Management computer-based interlocking. accommodate 1,800m trains.\nsystem to digitally issue and • Undergrounding communication • Automated control system\nin infrastructure works between 2025 and 2030.\nmanage movement authorities wires to reduce risk of theft. infrastructure introduced on\nThe accelerated investment will enhance network\nfor train drivers and track workers, • Replacement of existing eleven crossing loops.\nperformance and support customer requirements.\nimproving the accuracy and underground communication wires\ntimeliness of critical to reduce signal outages.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 42]\nHighlights About About Leadership Community Environment Sustainable Future\nFY24 Inland Rail this Report and awareness Governance and economy and heritage Resource use procurement operations\nObjective: Resource use\nTargets and FY24 progress and outcomes\nLeadership and awareness\nProgress to date FY24 progress\ntargets and objectives\nConstruction water demand On track On track\nreduced by 15% across the The Inland Rail Program has achieved No verification results were received\nInland Rail Program. a 37.1%* reduction in water demand from the IS Council in FY24, to be\ncompared to base case to date. updated in FY25.\n Source: `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)`\n- FY25 risk* % of total spend\n(score 0-10)\n10 100\n99%\n9\nFigure 4: Inland Rail Geographic Risk for International Contracts\n8 80\nFYF2Y52 5ri srkis*k* %% of o tfo ttoatl aslp sepnednd\n7 (sco(srec o0r-e1 00)-10)\n10 10 100100\n6 60 99%99% Australia\n9 9\n5 Ireland\n8 8 80 80\n4 40 Singapore\n7 7\n3\n6 6 60 60\nAustArualsiatralia\n2.7\n2 20\n5 52.0 IrelaInredland\n1.8\n1 4 4 40 40 SingSaipnograepore\n<1% <1%\n0 3 3 0\n2.72.7\n2 2 20 20\n2.02.0\n1.81.8\n1 1\n<1%<1% <1%<1%\n0 0 0 0\nFY25 Risk Score 0-10 % of total spend\n*Geographic risk assessed using modern slavery assessment tool developed for ARTC.\n Source: `other-pdfs/TWP-2026-03-Modern-Slavery-Statement.pdf (https://inlandrail.com.au/wp-content/uploads/2026/03/TWP-2026-03-Modern-Slavery-Statement.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $1.04 billion, 1.04 billion | National Crystal Brook to Melbourne Parkes to Broken Hill\nThe NIP addresses the current state and long-term\nvision for the development of the national network • Introduction of an Electronic • Upgrade of signalling to • Extended crossing loops to\nthrough an additional targeted $1.04 billion investment Train Authority Management computer-based interlocking. accommodate 1,800m trains.\nsystem to digitally issue and • Undergrounding communication • A | `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)` |\n| $244 million, 244 million | Procurement spend boosts regional communities\nRegional communities in north-west New The Phase 1 project upgraded 176 kilometres\nSouth Wales, including Moree, Narrabri of track along the existing corridor from\nand Tamworth, reaped a major economic Narrabri to North Star, providing jobs for\nboost with $244 million spent as a result of nearly 700 local residents, who represented\nconstruction of the Narrabri to North Star more than 30% of the total | `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)` |\n| $660 million, $130 million, 660 million, 130 million | Media release\nApril 29, 2026\nInland Rail spending with local companies passes $660 million\nNewly released figures from Inland Rail show that total spending with local companies on the project exceeded $660 million at the end of December, with some $130 million spent during 2025, delivering a major boost to regional economies and communities on the Inland Rail alignment. | `pages/announcements-index.html (https://inlandrail.com.au/statement-7-may-2026-delivering-project/)` |\n| $406 million, $40 million, 406 million, 40 million | At end-December, Inland Rail had spent $406 million with 543 local businesses in New South Wales, including $40 million with 39 First Nations businesses, and employing 5,528 people, with 1,872 of these being local workers. | `pages/media-releases-index.html (https://inlandrail.com.au/inland-rail-spending-with-local-companies-passes-660-million/)` |\n| $93 million, $9.5 million, 93 million, 9.5 million | Meanwhile, in the\nBeveridge to Albury Tranche 2 section\nin Victoria, $93 million has been spent with 313 local suppliers, including $9.5 million being spent with First Nations suppliers, with the B2A T2 project employing 2,161 people, including 1,692 local workers. | `pages/media-releases-index.html (https://inlandrail.com.au/inland-rail-spending-with-local-companies-passes-660-million/)` |\n| $7, 8% | &\n@\nZ\nt\n�\n�\n�\n�\n�\u000e\u0013\u000e.\u000eI\u000ed\u000e\u000e�\u000e�\u000e�\u000e�\u000f \u000f%\u000fA\u000f^\u000fz\u000f�\u000f�\u000f�\u000f�\u0010 \u0010&\u0010C\u0010a\u0010~\u0010�\u0010�\u0010�\u0010�\u0011\u0013\u00111\u0011O\u0011m\u0011�\u0011�\u0011�\u0011�\u0012\u0007\u0012&\u0012E\u0012d\u0012�\u0012�\u0012�\u0012�\u0013\u0003\u0013#\u0013C\u0013c\u0013�\u0013�\u0013�\u0013�\u0014\u0006\u0014'\u0014I\u0014j\u0014�\u0014�\u0014�\u0014�\u0015\u0012\u00154\u0015V\u0015x\u0015�\u0015�\u0015�\u0016\u0003\u0016&\u0016I\u0016l\u0016�\u0016�\u0016�\u0016�\u0017\u001d\u0017A\u0017e\u0017�\u0017�\u0017�\u0017�\u0018\u001b\u0018@\u0018e\u0018�\u0018�\u0018�\u0018�\u0019 \u0019E\u0019k\u0019�\u0019�\u0019�\u001a\u0004\u001a*\u001aQ\u001aw\u001a�\u001a�\u001a�\u001b\u0014\u001b;\u001bc\u001b�\u001b�\u001b�\u001c\u0002\u001c*\u001cR\u001c{\u001c�\u001c�\u001c�\u001d\u001e\u001dG\u001dp\u001d�\u001d�\u001d�\u001e\u0016\u001e@\u001ej\u001e�\u001e�\u001e�\u001f\u0013\u001f>\u001fi\u001f�\u001f�\u001f� \u0015 A l � � �!\u001c!H!u!�!�!�\"'\"U\"�\"�\"�#\n#8#f#�#�#�$\u001f$M$\\|$�$�% %8%h%�%�%�&'&W&�&�&�'\u0018'I'z'�'�(\n(?(q(�(�)\u0006)8)k)�)�*\u0002*5*h*�*�+\u0002+6+i+�+�,\u0005,9,n,�,�-\f-A-v-�-�.\u0016.L.�.�.�/$/Z/�/�/�0 | `pages/media-releases-index__06.html (https://inlandrail.com.au/wp-content/uploads/2026/02/I2S-09-25-Track-Possession-SEC-006-scaled.jpg)` |\n| $1.36 million, 1.36 million | Since 2019, reducing waste but also minimising greenhouse\nwe have invested over $1.36 million in 427 gas emissions that would otherwise result from\ncommunity initiatives through our Community producing new materials. | `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)` |\n| $1.36 million, $226,144 , 1.36 million | [Page 29]\nHighlights About About Leadership Community Environment Sustainable Future\nFY24 Inland Rail this Report and awareness Governance and economy and heritage Resource use procurement operations\nTargets and FY24 progress and outcomes\n(con’t)\nLeadership and awareness\nProgress to date FY24 progress\ntargets and objectives\nImplement and support programs On track On track\nthat support community wellbeing.\n• 427 community initiatives have received | `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)` |\n| $226,144 , $1.36 million, 1.36 million | Implement and support initiatives On track On track\nthat leave a positive community\nInland Rail continues to support initiatives 70 community initiatives valued at\nlegacy. that leave a positive community legacy. $226,144 were delivered through our\n427 community initiatives have received Community Grants Program.\nmore than $1.36 million from the\nCommunity Grants Program. | `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)` |\n| 1 million | Positive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nIllabo to Stockinbingal\nPositive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nStockinbingal to Parkes\n% of women in 40% 40% 40% 40%\nexecutive leadership\nand governance\npositions\nTarget achieved +/-10% of target >10% of target\nFootnotes:\n*Calculation for Combined TRIFR: (employee + contractor recordable injuries) divided by (employee + contractor worked hours) multiplied by\n(1 million). | `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)` |\n| $660 million, $130 million, 660 million | Home\n>\nInland Rail spending with local companies passes $660 million\nInland Rail spending with local companies passes $660 million\nNewly released figures from Inland Rail show that total spending with local companies on the project exceeded $660 million at the end of December, with some $130 million spent during 2025, delivering a major boost to regional economies and communities on the Inland Rail alignment. | `pages/media-releases-index.html (https://inlandrail.com.au/inland-rail-spending-with-local-companies-passes-660-million/)` |\n| $60 million, 60 million | Track reconditioning works near Illabo during track possession, for future installation of a turnout\nInland Rail has now worked with 1,202 local companies since construction on the project began in 2019, including nearly 60 First Nations businesses, with $60 million spent to date with First Nations businesses. | `pages/media-releases-index.html (https://inlandrail.com.au/inland-rail-spending-with-local-companies-passes-660-million/)` |\n| $660 million, 660 million | For construction job opportunities, visit Inland Rail’s construction contractors’ websites:\nMartinus Rail\nfor jobs in our Albury to Illabo section in southern NSW\nJohn Holland\nfor jobs in our Illabo to Stockinbingal section in southern NSW or Beveridge to Albury Tranche 2 section in Victoria\nAn Inland Rail representative, said:\n“We are proud to have passed the $660 million milestone supporting local businesses as we deliver Inland Rail across Vic | `pages/media-releases-index.html (https://inlandrail.com.au/inland-rail-spending-with-local-companies-passes-660-million/)` |\n| $243 million, 243 million | The project delivered strong social and economic\nto North Star Phase 1 section was completed in late 2023, outcomes for the local community, including:\nwith this section now operational.\n• jobs for 678 local residents (185 of whom were local\nThe Stockinbingal to Parkes project includes First Nations peoples) on the project\nenhancements to increase horizontal and vertical\n• more than $243 million spent with local businesses\nclearances around the r | `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)` |\n| $460 million, $78.3 million, $44 million, $6 million, 460 million, 78.3 million | Opportunities created for local On track On track\nand First Nations businesses\nThe Inland Rail Program has spent more than The Inland Rail Program spent more than\nduring construction. $460 million with local businesses and more $78.3 million with local businesses and more\nthan $44 million with First Nations businesses. than $6 million with First Nations businesses. | `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)` |\n| 99% | FY25 risk* % of total spend\n(score 0-10)\n10 100\n99%\n9\nFigure 4: Inland Rail Geographic Risk for International Contracts\n8 80\nFYF2Y52 5ri srkis*k* %% of o tfo ttoatl aslp sepnednd\n7 (sco(srec o0r-e1 00)-10)\n10 10 100100\n6 60 99%99% Australia\n9 9\n5 Ireland\n8 8 80 80\n4 40 Singapore\n7 7\n3\n6 6 60 60\nAustArualsiatralia\n2.7\n2 20\n5 52.0 IrelaInredland\n1.8\n1 4 4 40 40 SingSaipnograepore\n<1% <1%\n0 3 3 0\n2.72.7\n2 2 20 20\n2.02.0\n1.81.8\n1 1\n<1%<1% <1%<1%\n0 0 | `other-pdfs/TWP-2026-03-Modern-Slavery-Statement.pdf (https://inlandrail.com.au/wp-content/uploads/2026/03/TWP-2026-03-Modern-Slavery-Statement.pdf)` |\n| 1 million | Positive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nIllabo to Stockinbingal\nPositive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nStockinbingal to Parkes\n% of women in 40% 40% 40% 40%\nexecutive leadership\nand governance\npositions\nTarget achieved +/-10% of target >10% of target\nFootnotes:\n*Calculation for Combined TRIFR: (employee + contractor recordable injuries) divided by (employee + contractor worked hours) multiplied by\n(1 million). | `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)` |\n| $244 million, 244 million | Procurement spend boosts regional communities\nRegional communities in north-west New The Phase 1 project upgraded 176 kilometres\nSouth Wales, including Moree, Narrabri of track along the existing corridor from\nand Tamworth, reaped a major economic Narrabri to North Star, providing jobs for\nboost with $244 million spent as a result of nearly 700 local residents, who represented\nconstruction of the Narrabri to North Star more than 30% of the total | `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)` |\n| 100 per cent, 47 per cent | ARTC is actively delivering on our ESG\nEnhancing climate resilience\ncommitments having:\nacross rail: A more climate\n– Reduced greenhouse gas (GHG) emissions by 12 per resilient, decarbonised\ncent from our 2022 baseline. national rail network and\nadaptive business model\n– Planned for 100 per cent renewables in electricity\nfor ARTC achieved through\nconsumption by 2030, and progressive fleet and plan\nsector-wide collaboration, deep\ndecarbonisation. | `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)` |\n| $1.36 million, 1.36 million | Since 2019, reducing waste but also minimising greenhouse\nwe have invested over $1.36 million in 427 gas emissions that would otherwise result from\ncommunity initiatives through our Community producing new materials. | `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)` |\n\n## Key Achievements\n\n- [Page 10]\nHighlights\n42YF\nHighlights About About Leadership Community Environment Sustainable Future\nFY24 Inland Rail this Report and awareness Governance and economy and heritage Resource use procurement operations\n$226,144 27,523 86%\nenhancement\nof ecological value\nin community grants offset credits acquired\nverified by the Infrastructure\nto 70 recipients in NSW\nSustainability Council on the Narrabri\nto North Star Phase 1 project\n1,019 123 3\nFirst Nations sustainability\nworkers contractor forums\nlocal construction-related on construction projects\njobs created\n$78.3 53 30 133\nm\nwebinars\npeople businesses\nspent with local businesses Inland Rail-developed Business\nand $6m spent with attended workforce development Sustainability webinars completed*\nFirst Nations businesses\nevents held in regional NSW\n20,000 23 549\nconstruction and\ndownloads\nrail skills courses\ntonnes of steel\n Source: `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)`\n- [Page 46]\nPERFORMANCE: OUR PROGRESS\nPROGRAM KEY PERFORMANCE INDICATORS\nProject Milestones IRPL Update\nCategory Milestone Comment end of June 2025\nLand Access Illabo to Stockinbingal (I2S) Land The majority of acquisitions have been completed,\nAcquired for Construction with one further acquisition scheduled to take\nplace in July 2025.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- Download the Code\nSustainability Report\nOur sustainability progress and impact: 2023-2024 highlights\nOur Annual Sustainability Report 2023–2024 highlights the positive environmental, social and economic outcomes achieved across Inland Rail during that period.\n Source: `pages/about.html (https://inlandrail.com.au/about-us/)`\n- [Page 19]\nHighlights About About Leadership Community Environment Sustainable Future\nFY24 Inland Rail this Report and awareness Governance and economy and heritage Resource use procurement operations\nObjective: Leadership and awareness\nTargets and FY24 progress and outcomes\nLeadership and awareness\nProgress to date FY24 progress\ntargets and objectives\nAchieve a Program wide On track On track\nInfrastructure Sustainability (IS)\n• The Parkes to Narromine project has been • The Narrabri to North Star Phase 1\nrating of ‘Excellent’, which is verified as ‘Excellent’ for its final As Built project submitted its final As Built\nbetween 50–74 IS points. rating submission for verification\n• The Narrabri to North Star SP1 project • The Beveridge to Albury Tranche 1 project\nhas been verified as ‘Excellent’ for its is preparing to submit its Design rating\ninterim Design rating\n Source: `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)`\n- [Page 28]\nHighlights About About Leadership Community Environment Sustainable Future\nFY24 Inland Rail this Report and awareness Governance and economy and heritage Resource use procurement operations\nObjective: Community and economy\nTargets and FY24 progress and outcomes\nLeadership and awareness\nProgress to date FY24 progress\ntargets and objectives\nActive engagement with local On track On track\ncommunities and stakeholders. • The Inland Rail Program continued to • Inland Rail hosted 2 workforce\nactively engage with local communities development events in Wagga Wagga and\nand stakeholders Albury, which were attended by 53 people\nfrom 30 businesses\n• Since the start of FY23, 11 workforce\ndevelopment events have been held with • The Inland Rail Skills Academy facilitated\n170 people from 119 businesses attending 23 construction and rail skills courses for\n Source: `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)`\n- [Page 29]\nHighlights About About Leadership Community Environment Sustainable Future\nFY24 Inland Rail this Report and awareness Governance and economy and heritage Resource use procurement operations\nTargets and FY24 progress and outcomes\n(con’t)\nLeadership and awareness\nProgress to date FY24 progress\ntargets and objectives\nImplement and support programs On track On track\nthat support community wellbeing.\n• 427 community initiatives have received • 70 community initiatives received a\nmore than $1.36 million from the total of $226,144 from the Community\nCommunity Grants Program Grants Program\n• Since 2020, the partnership between • Over 1,500 students participated in\nthe Inland Rail Skills Academy and the STEM on track events, with the overall\nUniversity of Newcastle has supported 51 representation of First Nations people at\n Source: `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)`\n- [Page 45]\nHighlights About About Leadership Community Environment Sustainable Future\nFY24 Inland Rail this Report and awareness Governance and economy and heritage Resource use procurement operations\n20,000 tonnes of steel repurposed\nSustainability was at the forefront of the Narrabri to North Star Phase 1 section,\nwhich was completed during FY24, with 20,000 tonnes of steel salvaged for\nfuture use.\n Source: `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)`\n- [Page 13]\nPERFORMANCE: OUR PROGRESS\nPROGRAM KEY PERFORMANCE INDICATORS\nProject Milestones IRPL Update\nCategory Milestone Comment end of June 2025\nLand Access Illabo to Stockinbingal (I2S) Land The majority of acquisitions have been completed,\nAcquired for Construction with one further acquisition scheduled to take\nplace in July 2025.\n Source: `other-pdfs/TWP-202508-Inland-Rail-extract-of-ARTC-Statement-of-Corporate-Intent-2025-web.pdf (https://inlandrail.com.au/wp-content/uploads/2025/09/TWP-202508-Inland-Rail-extract-of-ARTC-Statement-of-Corporate-Intent-2025-web.pdf)`\n- WE WORK WITH COMMUNITY AND THE SUPPLY CHAIN AS A TRUSTED PARTNER 29\nINLAND RAIL PTY LTD 32\nCHAIR AND CEO MESSAGE 33\nINTRODUCTION 34\nAPPROVED PROJECT WORKS 37\nSAFETY 42\nACTIVE ENGAGEMENT 43\nPERFORMANCE: OUR PROGRESS 44\nCORPORATE GOVERNANCE AND RESOURCES 48\nRISK MANAGEMENT 49\nSTATEMENT OF PREPARATION\nThe 2025-26 Statement of Corporate Intent covers the period from 2025-26 to 2029-30, as required under subsection\n95(1)(b) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 20]\nOUR STRATEGY\nARTC Safety Plan 2025-2028\n– Informed by the Safety Culture Review completed in The plan targets risk reduction across ARTC’s four\nNovember 2024 and to support ARTC’s transition to enterprise safety risks:\na proactive safety approach, ARTC has developed\n– Train-to-train collisions\nthe 2025–2028 Safety Plan to provide a clear\n– Derailments\nstrategy, key focus areas, and tactical actions to drive\nmeasurable improvements in safety performance. – Injuries to the public, including at level crossings and\nother public interfaces\n– The plan outlines mid-term milestones and targets\n– Injuries to the workforce.\nto support ARTC’s ambition to be an industry leader\nin safety.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- The project delivered strong social and economic\nto North Star Phase 1 section was completed in late 2023, outcomes for the local community, including:\nwith this section now operational.\n• jobs for 678 local residents (185 of whom were local\nThe Stockinbingal to Parkes project includes First Nations peoples) on the project\nenhancements to increase horizontal and vertical\n• more than $243 million spent with local businesses\nclearances around the rail track to enable double-stacked\nand suppliers\ncontainer freight to travel on the alignment.\n Source: `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)`\n- [Page 42]\nHighlights About About Leadership Community Environment Sustainable Future\nFY24 Inland Rail this Report and awareness Governance and economy and heritage Resource use procurement operations\nObjective: Resource use\nTargets and FY24 progress and outcomes\nLeadership and awareness\nProgress to date FY24 progress\ntargets and objectives\nConstruction water demand On track On track\nreduced by 15% across the The Inland Rail Program has achieved No verification results were received\nInland Rail Program. a 37.1%* reduction in water demand from the IS Council in FY24, to be\ncompared to base case to date. updated in FY25.\n Source: `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- National Crystal Brook to Melbourne Parkes to Broken Hill\nThe NIP addresses the current state and long-term\nvision for the development of the national network • Introduction of an Electronic • Upgrade of signalling to • Extended crossing loops to\nthrough an additional targeted $1.04 billion investment Train Authority Management computer-based interlocking. accommodate 1,800m trains.\nsystem to digitally issue and • Undergrounding communication • Automated control system\nin infrastructure works between 2025 and 2030.\nmanage movement authorities wires to reduce risk of theft. infrastructure introduced on\nThe accelerated investment will enhance network\nfor train drivers and track workers, • Replacement of existing eleven crossing loops.\nperformance and support customer requirements.\nimproving the accuracy and underground communication wires\ntimeliness of critical to reduce signal outages.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 3]\nCONTENTS\nCHAIR AND CEO’S MESSAGE 2\nABOUT ARTC 4\nOUR ROLE 6\nOUR VALUES 7\nOUR NETWORK 8\nOUR RISK MANAGEMENT AND OVERSIGHT 10\nOUR OPERATING ENVIRONMENT 12\nOUR STRATEGY 14\nA.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- WE WORK WITH COMMUNITY AND THE SUPPLY CHAIN AS A TRUSTED PARTNER 29\nINLAND RAIL PTY LTD 32\nCHAIR AND CEO MESSAGE 33\nINTRODUCTION 34\nAPPROVED PROJECT WORKS 37\nSAFETY 42\nACTIVE ENGAGEMENT 43\nPERFORMANCE: OUR PROGRESS 44\nCORPORATE GOVERNANCE AND RESOURCES 48\nRISK MANAGEMENT 49\nSTATEMENT OF PREPARATION\nThe 2025-26 Statement of Corporate Intent covers the period from 2025-26 to 2029-30, as required under subsection\n95(1)(b) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [pages 13,14,15,16,17]\nd procedures and ensure that risk\nmanagement and mitigation is communicated and part of the company’s\nday to day workplace practices.\n– Discharging its responsibilities under the Corporations Act and the\nPGPA Act 2013 in respect of risk management and risk mitigation.\n– Reviewing risk and improvement plans.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 20]\nOUR STRATEGY\nARTC Safety Plan 2025-2028\n– Informed by the Safety Culture Review completed in The plan targets risk reduction across ARTC’s four\nNovember 2024 and to support ARTC’s transition to enterprise safety risks:\na proactive safety approach, ARTC has developed\n– Train-to-train collisions\nthe 2025–2028 Safety Plan to provide a clear\n– Derailments\nstrategy, key focus areas, and tactical actions to drive\nmeasurable improvements in safety performance. – Injuries to the public, including at level crossings and\nother public interfaces\n– The plan outlines mid-term milestones and targets\n– Injuries to the workforce.\nto support ARTC’s ambition to be an industry leader\nin safety.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [pages 23,24,25]\nes at level crossings and installation\nof new culverts across the network, improving\ncommunity safety at level crossings and increasing\nthe resilience of our network to the increasing risk of\nflooding and washaway across the network.\n– Sydney to Melbourne: Various work programs\nto maintain and improve the networks signalling\ninfrastructure, overtaking opportunities and critical\ncorridor structures, improving overall operations\nand network resilience while reducing ongoing\nmaintenance costs.\n– Melbourne to Adelaide: Upgrading signalling at key\njunction in Ararat to reduce operational delays and\nimprove safety outcomes.\n– NSW Heavy Haul: End-of-life replacement of critical\ncorridor structure ensuring network continuity.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 25]\nInvestment Program\nNational Crystal Brook to Melbourne Parkes to Broken Hill\n• Introduction of an Electronic • Upgrade of signalling to • Extended crossing loops to\nTrain Authority Management computer-based interlocking. accommodate 1,800m trains.\nsystem to digitally issue and • Undergrounding communication • Automated control system\nmanage movement authorities wires to reduce risk of theft. infrastructure introduced on\nfor train drivers and track workers, • Replacement of existing eleven crossing loops.\nimproving the accuracy and underground communication wires\ntimeliness of critical to reduce signal outages.\nsafety information.\n• Improve community safety in\nregional areas with upgrades to\nregional level crossings.\n• Targeted investment in culverts on\nsections of the network at risk of\nflooding and washway to increase\nnetwork resilience.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 48]\nProgram KPIs\nMetric FY25 Actual Comment FY26 FY27 FY28 FY29***\nTRIFR (Combined 2.9 2.6 2.4 2.2\nEmployee and\nContractor)*\nSignificant Severity 2.00 2.00 2.00 2.00\nFrequency Rate\nSignificant pollution 0 0 0 0\nincidents during\nConstruction\nSpend with local 40% 40% 40% 40%\nbusinesses\nSpend with First 4% 4% 4% 4%\nNations Businesses\nWorkforce who are local 5% 5% 5% 5%\nFirst Nations residents\nWorkforce who are 30% 30% 30% 30%\nlocal residents\nEmployee 65% 70% 75% 75%\nEngagement Score\nEmployee Turnover 18% 16% 15% 15%\n(Voluntary)\nFemale Participation Performance dipped 45% 46% 46% 46%\nbelow target in Q4 due\nto higher male hire rate\nFirst Nations 3% 4% 4% 4%\nParticipation\nProject Expenditure The key drivers of +/- 10.5% +/- 10% +/- 10% +/- 10%\n($M)** the below budget of agreed of agreed of agreed of agreed\nposition followed FY26 FY27 FY28 FY29\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 15]\nProgram KPIs\nMetric FY25 Actual Comment FY26 FY27 FY28 FY29***\nTRIFR (Combined 2.9 2.6 2.4 2.2\nEmployee and\nContractor)*\nSignificant Severity 2.00 2.00 2.00 2.00\nFrequency Rate\nSignificant pollution 0 0 0 0\nincidents during\nConstruction\nSpend with local 40% 40% 40% 40%\nbusinesses\nSpend with First 4% 4% 4% 4%\nNations Businesses\nWorkforce who are local 5% 5% 5% 5%\nFirst Nations residents\nWorkforce who are 30% 30% 30% 30%\nlocal residents\nEmployee 65% 70% 75% 75%\nEngagement Score\nEmployee Turnover 18% 16% 15% 15%\n(Voluntary)\nFemale Participation Performance dipped 45% 46% 46% 46%\nbelow target in Q4 due\nto higher male hire rate\nFirst Nations 3% 4% 4% 4%\nParticipation\nProject Expenditure The key drivers of +/- 10.5% +/- 10% +/- 10% +/- 10%\n($M)** the below budget of agreed of agreed of agreed of agreed\nposition followed FY26 FY27 FY28 FY29\n Source: `other-pdfs/TWP-202508-Inland-Rail-extract-of-ARTC-Statement-of-Corporate-Intent-2025-web.pdf (https://inlandrail.com.au/wp-content/uploads/2025/09/TWP-202508-Inland-Rail-extract-of-ARTC-Statement-of-Corporate-Intent-2025-web.pdf)`\n- FY25 risk* % of total spend\n(score 0-10)\n10 100\n99%\n9\nFigure 4: Inland Rail Geographic Risk for International Contracts\n8 80\nFYF2Y52 5ri srkis*k* %% of o tfo ttoatl aslp sepnednd\n7 (sco(srec o0r-e1 00)-10)\n10 10 100100\n6 60 99%99% Australia\n9 9\n5 Ireland\n8 8 80 80\n4 40 Singapore\n7 7\n3\n6 6 60 60\nAustArualsiatralia\n2.7\n2 20\n5 52.0 IrelaInredland\n1.8\n1 4 4 40 40 SingSaipnograepore\n<1% <1%\n0 3 3 0\n2.72.7\n2 2 20 20\n2.02.0\n1.81.8\n1 1\n<1%<1% <1%<1%\n0 0 0 0\nFY25 Risk Score 0-10 % of total spend\n*Geographic risk assessed using modern slavery assessment tool developed for ARTC.\n Source: `other-pdfs/TWP-2026-03-Modern-Slavery-Statement.pdf (https://inlandrail.com.au/wp-content/uploads/2026/03/TWP-2026-03-Modern-Slavery-Statement.pdf)`\n- Vision\nCollaboration\nTogether, we’re transforming Australia’s\nTeamwork is at the heart of what we do\nfreight future\nAccountability\nPurpose\nDoing things right, means doing things safely\nTo deliver an efficient and reliable\nrail freight connection\nRespect\nWe behave honestly and with integrity\nExcellence\nWe bring our passion, creativity and drive to solve\ncomplex challenges every day\n12 Inland Rail | Code of Conduct 2024 CONFIDENTIAL | Aconex Number 0-0000-900-PHR-00-PO-0008\n Source: `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pdf (https://inlandrail.com.au/wp-content/uploads/2026/01/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-PO-0008.pdf)`\n- [Page 13]\nGovernance Group Responsible for\n– Responsible for delegating oversight of risk management activity\n– Responsible for overseeing management of risks associated with\nARTC BOARD\ndelivery of the Inland Rail Program\nThe key objectives of the Audit, Finance and Risk Committee in relation to\nrisk management are listed below.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- ARTC AUDIT, FINANCE AND\nRISK COMMITTEE\n– Oversight of the management of risks identified under the\nenterprise-wide strategic risk framework.\n– Monitor and ensure high quality and effective financial risk management\npractices, control management and governance systems and processes.\n– Assess and convey to the Board any material changes to the company’s\nrisk management procedures including the emergence or identification\nof critical risks.\n– Assess and ensure the effectiveness of the company’s risk management\nprocedures and policies and procedures and ensure that risk\nmanagement and mitigation is communicated and part of the company’s\nday to day workplace practices.\n– Discharging its responsibilities under the Corporations Act and the\nPGPA Act 2013 in respect of risk management and risk mitigation.\n– Reviewing risk and improvement plans.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [pages 20,21,22,23]\nspections and\nand development procedures. human error. prioritise investment in\nprograms. critical infrastructure\n– Upgrade incident – Upgrading safety\nupgrades.\n– Promoting health and reporting systems and management systems,\nwell-being initiatives. implement a risk-based adopting innovative – Align maintenance and\napproach to safety technologies to capital planning with\n– Fostering a culture of\nmanagement. enhance safety. safety risk profiles.\nsafety and collaboration.\n– Improve leading – Utilising data analysis – Implement\nindicators based and monitoring to contemporary,\non improved risk inform decision-making preventative\nunderstanding and and improve safety maintenance practices\nembed continuous outcomes. across the network.\nimprovement practices.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Vision\nCollaboration\nTogether, we’re transforming Australia’s\nTeamwork is at the heart of what we do\nfreight future\nAccountability\nPurpose\nDoing things right, means doing things safely\nTo deliver an efficient and reliable\nrail freight connection\nRespect\nWe behave honestly and with integrity\nExcellence\nWe bring our passion, creativity and drive to solve\ncomplex challenges every day\n12 Inland Rail | Code of Conduct 2024 CONFIDENTIAL | Aconex Number 0-0000-900-PHR-00-PO-0008\n Source: `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pdf (https://inlandrail.com.au/wp-content/uploads/2026/01/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-PO-0008.pdf)`\n- Work with integrity 29\nWhat happens when you speak up 9\nProtecting those who speak up 9 Foster open, constructive government relationships 30\nSpeak up 9 Treat our business partners and agents\nwith respect, transparency and fairness 32\nHow to speak up 10\nConduct business in an ethical and honest manner 34\nWhat happens if you breach Our Code 10\nTransparent supplier relationships 36\nOur Vision, Purpose and Values 11 Conflicts of Interest, Gifts and Hospitality 38\nCommunicate consistently and truthfully 41\n1.\n Source: `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pdf (https://inlandrail.com.au/wp-content/uploads/2026/01/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-PO-0008.pdf)`\n- They define who we are and how we engage and interact with each other.\n• We work together to build a positive workplace where we recognise\nCollaboration Teamwork is at the each other's skills and strengths\n• We communicate with transparency, owning our actions and\nheart of what we do\ncelebrating our wins\n• Our diversity and inclusion makes us stronger\n• Safety is at the forefront of everything we do\nAccountability Doing things right, • We champion wellbeing and physical and psychological safety for our\nmeans doing things safely people and communities\n• We hold ourselves accountable by always following through on\nour commitments\nRespect We behave honestly • We do right by each other and the communities we work in\n• We listen and know everyone has something valuable to say – it’s safe to\nand with integrity\nspeak up\n• We are open and honest and act with integrity\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- [Page 13]\nCollaboration Accountability\nTeamwork is at the Doing things right,\nheart of what we do means doing things safely\nRespect Excellence\nWe behave honestly We bring our passion, creativity and drive\nand with integrity to solve complex challenges every day\n Source: `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pdf (https://inlandrail.com.au/wp-content/uploads/2026/01/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-PO-0008.pdf)`\n- [pages 31,32,33,34,35]\napproach across all levels of the organisation. recognising that leadership can be exercised by\neveryone, encouraging cooperation, inclusivity, and\nARTC has been encouraged in the past 12 months\nmutual accountability.\nthat stakeholders have stronger perceptions of our\ntransparency, collaboration, and industry advocacy 4.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n- Protect our company 45\nBehaviours that have no place at Inland Rail 20\nProtect our assets 46\nSafeguard our technology, systems and data 48\nProtect our intellectual property 50\nRespect personal information and privacy 52\nReport truthfully 55\n3 Inland Rail | Code of Conduct 2024 CONFIDENTIAL | Aconex Number 0-0000-900-PHR-00-PO-0008\n Source: `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pdf (https://inlandrail.com.au/wp-content/uploads/2026/01/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-PO-0008.pdf)`\n- [pages 14,15,16,17]\nngs safely\nTo deliver an efficient and reliable\nrail freight connection\nRespect\nWe behave honestly and with integrity\nExcellence\nWe bring our passion, creativity and drive to solve\ncomplex challenges every day\n12 Inland Rail | Code of Conduct 2024 CONFIDENTIAL | Aconex Number 0-0000-900-PHR-00-PO-0008\n Source: `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pdf (https://inlandrail.com.au/wp-content/uploads/2026/01/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-PO-0008.pdf)`\n- [Page 3]\nCONTENTS\nCHAIR AND CEO’S MESSAGE 2\nABOUT ARTC 4\nOUR ROLE 6\nOUR VALUES 7\nOUR NETWORK 8\nOUR RISK MANAGEMENT AND OVERSIGHT 10\nOUR OPERATING ENVIRONMENT 12\nOUR STRATEGY 14\nA.\n Source: `corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf)`\n\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- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf\n- `pages/about.html` - pages - https://inlandrail.com.au/about-us/\n- `pages/announcements-index.html` - pages - https://inlandrail.com.au/statement-7-may-2026-delivering-project/\n- `pages/contact.html` - pages - https://inlandrail.com.au/contact-inland-rail/\n- `pages/homepage.html` - pages - https://inlandrail.com.au/\n- `pages/media-releases-index.html` - pages - https://inlandrail.com.au/inland-rail-spending-with-local-companies-passes-660-million/\n- `pages/media-releases-index__00.html` - pages - https://inlandrail.com.au/wp-content/uploads/2023/05/cropped-favicon-32x32.png\n- `pages/media-releases-index__01.html` - pages - https://inlandrail.com.au/wp-content/uploads/2023/05/cropped-favicon-192x192.png\n- `pages/media-releases-index__02.html` - pages - https://inlandrail.com.au/wp-content/uploads/2023/05/cropped-favicon-180x180.png\n- `pages/media-releases-index__03.html` - pages - https://inlandrail.com.au/content_type/mediarelease/\n- `pages/media-releases-index__04.html` - pages - https://inlandrail.com.au/wp-content/uploads/2025/07/B2A-Broadford-Hamilton-Street-250728-–-02-–-Under-girder-SC-EC-scaled.jpg\n- `pages/media-releases-index__05.html` - pages - https://inlandrail.com.au/wp-content/uploads/2025/09/B2AT2-20250914-Broadford-Short-possession-03-SEC.jpg\n- `pages/media-releases-index__06.html` - pages - https://inlandrail.com.au/wp-content/uploads/2026/02/I2S-09-25-Track-Possession-SEC-006-scaled.jpg\n- `pages/media-releases-index__07.html` - pages - https://inlandrail.com.au/statement-7-may-2026-delivering-project/\n- `pages/media-releases-index__08.html` - pages - https://inlandrail.com.au/inland-rail-spending-with-local-companies-passes-660-million/\n- `pages/media-releases-index__09.html` - pages - https://inlandrail.com.au/kemp-street-bridge-construction-update/\n- `pages/news-latest.html` - pages - https://inlandrail.com.au/news/\n- `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf` - other-pdfs - https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf\n- `other-pdfs/TWP-202508-Inland-Rail-extract-of-ARTC-Statement-of-Corporate-Intent-2025-web.pdf` - other-pdfs - https://inlandrail.com.au/wp-content/uploads/2025/09/TWP-202508-Inland-Rail-extract-of-ARTC-Statement-of-Corporate-Intent-2025-web.pdf\n- `other-pdfs/TWP-2026-03-Modern-Slavery-Statement.pdf` - other-pdfs - https://inlandrail.com.au/wp-content/uploads/2026/03/TWP-2026-03-Modern-Slavery-Statement.pdf\n- `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pdf` - other-pdfs - https://inlandrail.com.au/wp-content/uploads/2026/01/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-PO-0008.pdf\n\n## Gaps To Fix\n\n- No annual report text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Inland Rail Pty Ltd - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:17:44.631225+00:00\n**Entity ID**: B-004650\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\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: 21\n- Unique legislation references found: 7\n\n| Type | Count |\n|---|---:|\n| Act | 7 |\n\n## Legislation References\n\n### National Land Transport Act 2014\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=National+Land+Transport+Act+2014\n\n**Sources**:\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- our Shareholder Ministers.\nWithin this framework, our role is clear: we are responsible\nfor the safe, efficient, and effective operation of the\nnational rail network, which forms a significant part of\nthe National Land Transport Network. Established under\nthe National Land Transport Act 2014, the National Land\nTransport Network identifies nationally significant road\nand rail corridors, along with their intermodal connections\n– critical infrastructure that underpins the performance of\nAustralia’s logistics supply chain and informs government\ninves\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Australian Modern Slavery Act 2018\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Modern+Slavery+Act+2018\n\n**Sources**:\n- `other-pdfs/TWP-2026-03-Modern-Slavery-Statement.pages.jsonl`\n\n**Evidence contexts**:\n- nd present who have preserved and cared for the Land\nand Waters for thousands of years.\n\n[page 4]\n2\nAbout this Statement\nOn behalf of Inland Rail Pty Ltd (IRPL), we are proud to release our\ninaugural Modern Slavery Statement to address the requirements of the\nAustralian Modern Slavery Act 2018 (Cth) (the Act), as part of our\nbroader commitment to integrity, transparency and transformation.\nThis is Inland Rail’s first Modern Slavery Statement, following:\n1 2 3\nThe establishment of Ongoing consultation Inland Rail meeting the\nInland Rail on 1 May 202\n Source: `other-pdfs/TWP-2026-03-Modern-Slavery-Statement.pages.jsonl`\n- contractors\n• Engaging with our principal construction contractors to ensure modern slavery risks are\nmanaged in the delivery of the Inland Rail project.\nInland Rail Modern Slavery Statement 2025 16\n\n[page 17]\n8\nApproval\nThis statement is made pursuant to the Australian Modern Slavery\nAct 2018 (Cth) and has been approved by the IRPL Board of Directors.\nInland Rail Modern Slavery Statement 2025 17\n\n[page 18]\nAppendix A: Mandatory Criteria Checklist\nAppendix A\nMandatory Criteria Checklist\nReference\nin Modern\nSlavery Act\n2018 (Cth) Description Locatio\n Source: `other-pdfs/TWP-2026-03-Modern-Slavery-Statement.pages.jsonl`\n\n### Corporations Act and the PGPA Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Corporations+Act+and+the+PGPA+Act+2013\n\n**Sources**:\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- ure the effectiveness of the company’s risk management\nprocedures and policies and procedures and ensure that risk\nmanagement and mitigation is communicated and part of the company’s\nday to day workplace practices.\n– Discharging its responsibilities under the Corporations Act and the\nPGPA Act 2013 in respect of risk management and risk mitigation.\n– Reviewing risk and improvement plans.\nOTHER BOARD – Monitoring the adequacy, integrity and effectiveness of the corporation’s\nSUB‑COMMITTEES\ncontrol systems.\n– Identifying emerging risks and changes in our\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n### Human Rights Commission Act 1986\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Human+Rights+Commission+Act+1986\n\n**Sources**:\n- `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pages.jsonl`\n\n**Evidence contexts**:\n- low.\nTable 1: Terminology\nTERM ACRONYM DEFINITION\n2Up Leader Manager or supervisor who is two reporting lines up.\nGovernments Means federal, state or local councils.\nHuman Rights The basic rights and freedoms that belong to every person in accordance with the Human Rights Commission Act 1986 (Cth).\nModern Slavery Means any activity, practice or conduct prohibited or defined as modern slavery offence under the Modern Slavery Act 2018\n(Cth). It can take different forms, but involves an individual being exploited by others for their personal or comm\n Source: `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pages.jsonl`\n\n### Mandatory Criteria Checklist Reference in Modern Slavery Act 2018\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Mandatory+Criteria+Checklist+Reference+in+Modern+Slavery+Act+2018\n\n**Sources**:\n- `other-pdfs/TWP-2026-03-Modern-Slavery-Statement.pages.jsonl`\n\n**Evidence contexts**:\n- ge 17]\n8\nApproval\nThis statement is made pursuant to the Australian Modern Slavery\nAct 2018 (Cth) and has been approved by the IRPL Board of Directors.\nInland Rail Modern Slavery Statement 2025 17\n\n[page 18]\nAppendix A: Mandatory Criteria Checklist\nAppendix A\nMandatory Criteria Checklist\nReference\nin Modern\nSlavery Act\n2018 (Cth) Description Location in this Statement\ns. 13(2)c Is approved by the principal governing Section 8: Approval\nbody of the entity.\ns. 13(2)d Is signed by a responsible member of Section 2: About this Statement\nthe entity.\ns. 16(1)(a) Identify the reporting\n Source: `other-pdfs/TWP-2026-03-Modern-Slavery-Statement.pages.jsonl`\n\n### Modern Slavery Act 2018\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Modern+Slavery+Act+2018\n\n**Sources**:\n- `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pages.jsonl`\n\n**Evidence contexts**:\n- al councils.\nHuman Rights The basic rights and freedoms that belong to every person in accordance with the Human Rights Commission Act 1986 (Cth).\nModern Slavery Means any activity, practice or conduct prohibited or defined as modern slavery offence under the Modern Slavery Act 2018\n(Cth). It can take different forms, but involves an individual being exploited by others for their personal or commercial gain,\nwith the individual suffering a loss of personal freedom.\nPolicy or procedure In accordance with the Inland Rail Management System.\n Source: `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pages.jsonl`\n\n### Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- TIVE ENGAGEMENT 43\nPERFORMANCE: OUR PROGRESS 44\nCORPORATE GOVERNANCE AND RESOURCES 48\nRISK MANAGEMENT 49\nSTATEMENT OF PREPARATION\nThe 2025-26 Statement of Corporate Intent covers the period from 2025-26 to 2029-30, as required under subsection\n95(1)(b) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act). No other legislation has been\nidentified as being specifically applicable to the preparation of ARTC’s Statement of Corporate Intent.\nARTC STATEMENT OF CORPORATE INTENT 1\n\n[page 4]\nCHAIR AND\nCEO’S MESSAGE\nPETER DUNCAN AM WAYNE JOHNSON\nARTC CHAIR A\n Source: `corporate-plans/2025-26.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/announcements-index.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/media-releases-index.html` (page)\n- `pages/media-releases-index__00.html` (page)\n- `pages/media-releases-index__01.html` (page)\n- `pages/media-releases-index__02.html` (page)\n- `pages/media-releases-index__03.html` (page)\n- `pages/media-releases-index__04.html` (page)\n- `pages/media-releases-index__05.html` (page)\n- `pages/media-releases-index__06.html` (page)\n- `pages/media-releases-index__07.html` (page)\n- `pages/media-releases-index__08.html` (page)\n- `pages/media-releases-index__09.html` (page)\n- `pages/news-latest.html` (page)\n- `corporate-plans/2025-26.pages.jsonl` (pdf_pages)\n- `other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pages.jsonl` (pdf_pages)\n- `other-pdfs/TWP-202508-Inland-Rail-extract-of-ARTC-Statement-of-Corporate-Intent-2025-web.pages.jsonl` (pdf_pages)\n- `other-pdfs/twp-2026-01-Inland-Rail-Code-of-Conduct-Update-FA2-02-D-0589-0-0000-900-PHR-00-P.pages.jsonl` (pdf_pages)\n- `other-pdfs/TWP-2026-03-Modern-Slavery-Statement.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "We deliver a safe and effective rail network operation that connects the nation, now and into the future. [CP p. 16]", "purposes_source_page": 16, "how_we_deliver": "We lead the nation in providing a safe, resilient and reliable network. [CP p. 17]", "how_we_deliver_source_page": 17, "government_priorities": [ { "text": "Lead the nation in providing a safe, resilient and reliable network", "source_page": 17 }, { "text": "Grow rail’s market share", "source_page": 17 }, { "text": "Work with communities and the supply chain as a trusted partner", "source_page": 17 } ], "outcomes": [ { "name": "Outcome 1: Network Reliability", "description": "ARTC manages the movement of over 410 freight and passenger trains each day, connecting Australia’s regions, cities, and ports. In managing this critical infrastructure, our focus is firmly on our customers – meeting their needs is the purpose of our business. [CP p. 18]", "key_activities": [ "Investing in the maintenance and enhancement of its significant national rail network through its Asset Management Plan", "Delivering the Network Investment Program (NIP) with the support of the Australian Government" ], "source_page": 18 } ], "values": [ "No Harm", "Future Thinking", "Active Engagement", "Results" ], "values_framework_name": "ARTC Values", "kpi_targets_2025_26": [ { "code": "TRIFR", "measure": "Significant Severity Frequency Rate", "target": "2.00", "source_page": 47 }, { "code": "Pollution", "measure": "Significant pollution incidents during Construction", "target": "0", "source_page": 47 }, { "code": "Local Spend", "measure": "Spend with local businesses", "target": "40%", "source_page": 47 }, { "code": "FN Spend", "measure": "Spend with First Nations Businesses", "target": "4%", "source_page": 47 }, { "code": "FN Workforce", "measure": "Workforce who are local First Nations residents", "target": "5%", "source_page": 47 }, { "code": "Local Workforce", "measure": "Workforce who are local residents", "target": "30%", "source_page": 47 }, { "code": "Employee Engagement", "measure": "Employee Engagement Score", "target": "75%", "source_page": 47 }, { "code": "Employee Turnover", "measure": "Employee Turnover (Voluntary)", "target": "15%", "source_page": 47 }, { "code": "Female Participation", "measure": "Female Participation", "target": "46%", "source_page": 47 }, { "code": "FN Participation", "measure": "First Nations Participation", "target": "4%", "source_page": 47 }, { "code": "Project Expenditure", "measure": "Project Expenditure", "target": "Target achieved +/-10% of target", "source_page": 47 } ], "kpi_results_2024_25": [ { "code": "TRIFR", "measure": "Combined TRIFR (Employee and Contractor)", "result": "2.9", "status": "Achieved", "source_page": 47 }, { "code": "Pollution", "measure": "Significant pollution incidents during Construction", "result": "0", "status": "Achieved", "source_page": 47 }, { "code": "Local Spend", "measure": "Spend with local businesses", "result": "40%", "status": "Achieved", "source_page": 47 }, { "code": "FN Spend", "measure": "Spend with First Nations Businesses", "result": "4%", "status": "Achieved", "source_page": 47 }, { "code": "FN Workforce", "measure": "Workforce who are local First Nations residents", "result": "5%", "status": "Achieved", "source_page": 47 }, { "code": "Local Workforce", "measure": "Workforce who are local residents", "result": "30%", "status": "Achieved", "source_page": 47 }, { "code": "Employee Engagement", "measure": "Employee Engagement Score", "result": "65%", "status": "Partially achieved", "source_page": 47 }, { "code": "Employee Turnover", "measure": "Employee Turnover (Voluntary)", "result": "18%", "status": "Achieved", "source_page": 47 }, { "code": "Female Participation", "measure": "Female Participation", "result": "45%", "status": "Not achieved", "source_page": 47 }, { "code": "FN Participation", "measure": "First Nations Participation", "result": "3%", "status": "Achieved", "source_page": 47 }, { "code": "Project Expenditure", "measure": "Project Expenditure", "result": "Over budget", "status": "Not achieved", "source_page": 47 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf" } }, "ideas": [ { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "Positive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nIllabo to Stockinbingal\nPositive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nStockinbingal to Parkes\n% of women in 40% 40% 40% 40%\nexecutive leadership\nand governance\npositions\nTarget achieved +/-10% of target >10% of target\nFootnotes:\n*Calculation for Combined TRIFR: (employee + contractor recordable injuries) divided by (employee + contractor worked hours) multiplied by\n(1 million).", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_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" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "Positive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nIllabo to Stockinbingal\nPositive SPI and CPI for 0.9-1.1 0.9-1.1 0.9-1.1 0.9-1.1\nStockinbingal to Parkes\n% of women in 40% 40% 40% 40%\nexecutive leadership\nand governance\npositions\nTarget achieved +/-10% of target >10% of target\nFootnotes:\n*Calculation for Combined TRIFR: (employee + contractor recordable injuries) divided by (employee + contractor worked hours) multiplied by\n(1 million).", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_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" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "ARTC AUDIT, FINANCE AND\nRISK COMMITTEE\n– Oversight of the management of risks identified under the\nenterprise-wide strategic risk framework.\n– Monitor and ensure high quality and effective financial risk management\npractices, control management and governance systems and processes.\n– Assess and convey to the Board any material changes to the company’s\nrisk management procedures including the emergence or identification\nof critical risks.\n– Assess and ensure the effectiveness of the company’s risk management\nprocedures and policies and procedures and ensure that risk\nmanagement and mitigation is communicated and part of the company’s\nday to day workplace practices.\n– Discharging its responsibilities under the Corporations Act and the\nPGPA Act 2013 in respect of risk management and risk mitigation.\n– Reviewing risk and improvement plans.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_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", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "ARTC AUDIT, FINANCE AND\nRISK COMMITTEE\n– Oversight of the management of risks identified under the\nenterprise-wide strategic risk framework.\n– Monitor and ensure high quality and effective financial risk management\npractices, control management and governance systems and processes.\n– Assess and convey to the Board any material changes to the company’s\nrisk management procedures including the emergence or identification\nof critical risks.\n– Assess and ensure the effectiveness of the company’s risk management\nprocedures and policies and procedures and ensure that risk\nmanagement and mitigation is communicated and part of the company’s\nday to day workplace practices.\n– Discharging its responsibilities under the Corporations Act and the\nPGPA Act 2013 in respect of risk management and risk mitigation.\n– Reviewing risk and improvement plans.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_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", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "[Page 47]\nHighlights About About Leadership Community Environment Sustainable Future\nFY24 Inland Rail this Report and awareness Governance and economy and heritage Resource use procurement operations\nObjective: Sustainable procurement\nTargets and FY24 progress and outcomes\nLeadership and awareness\nProgress to date FY24 progress\ntargets and objectives\nImplement and track progress On track On track\nagainst Sustainable Procurement Sustainable Procurement Policy Policy commitments tracked\nPolicy commitments. commitments continue to be implemented during FY24.\nand tracked by both Inland Rail and our\nconstruction contractors.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.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-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "[Page 47]\nHighlights About About Leadership Community Environment Sustainable Future\nFY24 Inland Rail this Report and awareness Governance and economy and heritage Resource use procurement operations\nObjective: Sustainable procurement\nTargets and FY24 progress and outcomes\nLeadership and awareness\nProgress to date FY24 progress\ntargets and objectives\nImplement and track progress On track On track\nagainst Sustainable Procurement Sustainable Procurement Policy Policy commitments tracked\nPolicy commitments. commitments continue to be implemented during FY24.\nand tracked by both Inland Rail and our\nconstruction contractors.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.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-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "Implement and support initiatives On track On track\nthat leave a positive community\nInland Rail continues to support initiatives 70 community initiatives valued at\nlegacy. that leave a positive community legacy. $226,144 were delivered through our\n427 community initiatives have received Community Grants Program.\nmore than $1.36 million from the\nCommunity Grants Program.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.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-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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": "Implement and support initiatives On track On track\nthat leave a positive community\nInland Rail continues to support initiatives 70 community initiatives valued at\nlegacy. that leave a positive community legacy. $226,144 were delivered through our\n427 community initiatives have received Community Grants Program.\nmore than $1.36 million from the\nCommunity Grants Program.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "other-pdfs/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.pdf (https://inlandrail.com.au/wp-content/uploads/2025/03/D_0624-IR-Sustainability-Report-2024_FA_Web_LR-Accessible-V1.0.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" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "Category Milestone Planned Dates as at June 2025\n62YF\nLand access Beveridge to Albury Tranche 2 – Land Access October 2025\n+ Biodiversity Secured for Construction*\nobligations\nApprovals Narrabri to North Star Separable Portion 2 – October 2025\nEPBC Approval Received\nBorder to Gowrie – Revised Approvals – March 2026\nEPBC Approval\nGowrie to Kagaru – EIS Primary Approval December 2025\nStrategy – Provisional\nDetailed Beveridge to Albury Tranche 2 – Detailed February 2026\nDesign Design complete\nIllabo to Stockinbingal – Detailed Design complete November 2025\nAlbury to Illabo – Detailed Design complete January 2026\nConstruction Beveridge to Albury Tranche 1 – Project Finalisation August 2025\nWorks and Close–out commence\nParkes to Narromine – All remaining scope complete October 2025\nNarrabri to North Star Separable Portion 1 – May 2026\nTrelleborg Panels Replacement complete", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_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", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "Category Milestone Planned Dates as at June 2025\n62YF\nLand access Beveridge to Albury Tranche 2 – Land Access October 2025\n+ Biodiversity Secured for Construction*\nobligations\nApprovals Narrabri to North Star Separable Portion 2 – October 2025\nEPBC Approval Received\nBorder to Gowrie – Revised Approvals – March 2026\nEPBC Approval\nGowrie to Kagaru – EIS Primary Approval December 2025\nStrategy – Provisional\nDetailed Beveridge to Albury Tranche 2 – Detailed February 2026\nDesign Design complete\nIllabo to Stockinbingal – Detailed Design complete November 2025\nAlbury to Illabo – Detailed Design complete January 2026\nConstruction Beveridge to Albury Tranche 1 – Project Finalisation August 2025\nWorks and Close–out commence\nParkes to Narromine – All remaining scope complete October 2025\nNarrabri to North Star Separable Portion 1 – May 2026\nTrelleborg Panels Replacement complete", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_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", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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 48]\nProgram KPIs\nMetric FY25 Actual Comment FY26 FY27 FY28 FY29***\nTRIFR (Combined 2.9 2.6 2.4 2.2\nEmployee and\nContractor)*\nSignificant Severity 2.00 2.00 2.00 2.00\nFrequency Rate\nSignificant pollution 0 0 0 0\nincidents during\nConstruction\nSpend with local 40% 40% 40% 40%\nbusinesses\nSpend with First 4% 4% 4% 4%\nNations Businesses\nWorkforce who are local 5% 5% 5% 5%\nFirst Nations residents\nWorkforce who are 30% 30% 30% 30%\nlocal residents\nEmployee 65% 70% 75% 75%\nEngagement Score\nEmployee Turnover 18% 16% 15% 15%\n(Voluntary)\nFemale Participation Performance dipped 45% 46% 46% 46%\nbelow target in Q4 due\nto higher male hire rate\nFirst Nations 3% 4% 4% 4%\nParticipation\nProject Expenditure The key drivers of +/- 10.5% +/- 10% +/- 10% +/- 10%\n($M)** the below budget of agreed of agreed of agreed of agreed\nposition followed FY26 FY27 FY28 FY29", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_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-004650", "entity_name": "Inland Rail Pty Ltd", "folder_name": "Inland-Rail-Pty-Ltd", "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 48]\nProgram KPIs\nMetric FY25 Actual Comment FY26 FY27 FY28 FY29***\nTRIFR (Combined 2.9 2.6 2.4 2.2\nEmployee and\nContractor)*\nSignificant Severity 2.00 2.00 2.00 2.00\nFrequency Rate\nSignificant pollution 0 0 0 0\nincidents during\nConstruction\nSpend with local 40% 40% 40% 40%\nbusinesses\nSpend with First 4% 4% 4% 4%\nNations Businesses\nWorkforce who are local 5% 5% 5% 5%\nFirst Nations residents\nWorkforce who are 30% 30% 30% 30%\nlocal residents\nEmployee 65% 70% 75% 75%\nEngagement Score\nEmployee Turnover 18% 16% 15% 15%\n(Voluntary)\nFemale Participation Performance dipped 45% 46% 46% 46%\nbelow target in Q4 due\nto higher male hire rate\nFirst Nations 3% 4% 4% 4%\nParticipation\nProject Expenditure The key drivers of +/- 10.5% +/- 10% +/- 10% +/- 10%\n($M)** the below budget of agreed of agreed of agreed of agreed\nposition followed FY26 FY27 FY28 FY29", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "corporate-plans/2025-26.pdf (https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_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" ] } ], "legislation_administered": [], "artifacts": [ { "category": "corporate-plans", "year": "2025-26", "url": "https://www.artc.com.au/uploads/ARTC_Statement_of_Corporate_Intent_2025_web.pdf", "file": "corporate-plans/2025-26.pdf", "bytes": 8100562, "link_text": "Statement of Corporate Intent (Corporate Plan) 2025-26" }, { "category": "other-pdfs", "year": "2025", "url": "https://inlandrail.com.au/wp-content/uploads/2025/09/TWP-202508-Inland-Rail-extract-of-ARTC-Statement-of-Corporate-Intent-2025-web.pdf", "file": 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