{ "entity_id": "S-TAS-036", "folder": "Metro-Tasmania", "name": "Metro Tasmania", "type": "Government-Owned Corporation", "jurisdiction": "TAS", "portfolio": "Transport", "website": "https://www.metrotas.com.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 8, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 2, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "Delivering safe, reliable and customer-friendly public transport services. [AR p.4]", "official_site_url": "https://www.metrotas.com.au/", "source_documents": [ { "type": "annual_report", "title": "Annual Report 2024/25", "url": "https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2023/24", "url": "https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2022/23", "url": "https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2020/21", "url": "https://www.metrotas.com.au/wp-content/uploads/2021/10/210210-Metro-AR-2020-21_Final_web.pdf", "period": "2020-21", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2019/20", "url": "https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf", "period": "2019-20", "confidence": "high" } ], "purpose": { "text": "Delivering safe, reliable and customer-friendly public transport services. [AR p.4]", "source_url": "", "source_page": 4, "source_deep_url": "" }, "vision": { "text": "To make the journey better for all Tasmanians. [AR p.3]", "source_url": "", "source_page": 3, "source_deep_url": "" }, "strategic_priorities": [ { "title": "Achieving financial sustainability", "description": "Achieving financial sustainability", "source_url": "", "source_page": 5, "source_deep_url": "" }, { "title": "Pursuing operational reliability and excellence", "description": "Pursuing operational reliability and excellence", "source_url": "", "source_page": 5, "source_deep_url": "" }, { "title": "Customer satisfaction", "description": "Customer satisfaction", "source_url": "", "source_page": 5, "source_deep_url": "" } ], "values": [ { "name": "Safety", "description": "", "source_url": "", "source_page": null }, { "name": "Customer care", "description": "", "source_url": "", "source_page": null }, { "name": "Innovation", "description": "", "source_url": "", "source_page": null }, { "name": "Integrity", "description": "", "source_url": "", "source_page": null }, { "name": "Collaboration", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Safe, reliable and efficient public transport", "description": "Delivering safe, reliable and efficient public transport services across Hobart, Launceston and Burnie.", "activities": [ "Real-time tracking for general access services", "Trialling zero emission buses", "Statewide rollout of real-time tracking" ], "source_url": "", "source_page": 5, "source_deep_url": "" }, { "name": "Outcome 2: Employee safety and wellbeing", "description": "Ensuring the safety and wellbeing of our employees through protective measures and training.", "activities": [ "Installation of driver security screens", "Upgraded CCTV systems", "De-escalation training for staff" ], "source_url": "", "source_page": 12, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Total cost per service kilometre", "target": "6.62", "latest_result": "6.87", "status": "Not achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf", "result_source_page": 21 }, { "code": "CCE02", "measure": "% trips delivered within Metro's reasonable control", "target": "99.75", "latest_result": "94.08", "status": "Substantially achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf", "result_source_page": 21 }, { "code": "CCE03", "measure": "% trips delivered on time within Metro's reasonable control", "target": "90", "latest_result": "82", "status": "Substantially achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf", "result_source_page": 21 } ], "document_alignment_terms": { "must_support": [ "Delivering safe, reliable and customer-friendly public transport services. [AR p.4]", "To make the journey better for all Tasmanians. [AR p.3]", "Achieving financial sustainability", "Pursuing operational reliability and excellence", "Customer satisfaction" ], "watch_terms": [ "Total cost per service kilometre", "% trips delivered within Metro's reasonable control", "% trips delivered on time within Metro's reasonable control" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Metro Tasmania — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf)\n\n## Vision\n\n> To make the journey better for all Tasmanians. [AR p.3](https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf#page=3) [CP p.3]\n\n## Our purpose / purposes\n\n> Delivering safe, reliable and customer-friendly public transport services. [AR p.4](https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf#page=4) [CP p.4]\n\n## How we deliver\n\n> Through a contract administered by the Department of State Growth (DSG) in accordance with revised terms finalized in June 2022. [AR p.3](https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf#page=3) [CP p.3]\n\n## Government priorities for this department\n\n- Achieving financial sustainability [CP p.5]\n- Pursuing operational reliability and excellence [CP p.5]\n- Customer satisfaction [CP p.5]\n\n## Outcomes\n\n### Outcome 1: Safe, reliable and efficient public transport\nDelivering safe, reliable and efficient public transport services across Hobart, Launceston and Burnie. [CP p.5]\n\n**Key activities:**\n- Real-time tracking for general access services\n- Trialling zero emission buses\n- Statewide rollout of real-time tracking\n\n### Outcome 2: Employee safety and wellbeing\nEnsuring the safety and wellbeing of our employees through protective measures and training. [CP p.12]\n\n**Key activities:**\n- Installation of driver security screens\n- Upgraded CCTV systems\n- De-escalation training for staff\n\n## Values and principles\n\n_Metro Tasmania Values_\n\n- Safety\n- Customer care\n- Innovation\n- Integrity\n- Collaboration\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Total cost per service kilometre | 6.62 | CP p.21 |\n| CCE02 | % trips delivered within Metro's reasonable control | 99.75 | CP p.21 |\n| CCE03 | % trips delivered on time within Metro's reasonable control | 90 | CP p.21 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Total cost per service kilometre | 6.87 | Not achieved | [AR p.21](https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf#page=21)(https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf#page=21) |\n| CCE02 | % trips delivered within Metro's reasonable control | 94.08 | Substantially achieved | [AR p.21](https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf#page=21)(https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf#page=21) |\n| CCE03 | % trips delivered on time within Metro's reasonable control | 82 | Substantially achieved | [AR p.21](https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf#page=21)(https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf#page=21) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Metro Tasmania - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T23:01:10.568990+00:00\n**Entity ID**: S-TAS-036\n**Entity type**: Government-Owned Corporation\n**Jurisdiction**: TAS\n**Portfolio**: Transport\n**Website**: https://www.metrotas.com.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| other-pdfs | 2 |\n| pages | 22 |\n\n## Executive Readout\n\n### Purpose\n\n- During the year, Metro undertook a two-\nproductivity of the business.\nstage competitive procurement process This year Metro secured funding in\nWhilst Metro remains confident in for the supply of three BEBs, three the 2023–24 State Budget to enable\nits capacity to fulfil its vision to be a FCEBs and a hydrogen refuelling station. the implementation of its ITS Project,\ncustomer-centric public transport which entails the implementation of a\nIn Hobart, three FCEBs will operate\nprovider, there are clear structural suite of ICT initiatives over three years.\non a wide range of Metro routes for\nfinancial and operating deficiencies These initiatives will ensure that Metro’s\nthree years commencing in mid-2024.\nthat have been brought to the fore in foundational ICT architecture and core\nThe BEBs will operate Metro services\nMetro’s performance this year. systems will be fit for purpose and\n Source: `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)`\n- Appointed Chair Nov 2023\nbus passenger transport services in\nCurrent term expires Nov 2025\nthe Tasmanian urban centres of Hobart, Likely future developments\nLaunceston and Burnie, and to some Yvonne Rundle (Deputy Chair)\nregional centres around Hobart Funded by specific purpose grants\nChair, Audit and Risk Committee\nand Burnie. from the Tasmanian Government, Metro\nAppointed director Dec 2018\ncontinues to progress a number of\nReview of operations strategic initiatives in support of our Current term expires Nov 2024\nvision to make the journey better for all\nDianne Underwood\nFor the financial year ended 30 June Tasmanians.\n Source: `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)`\n- [pages 4,5,6]\ntives over three years.\non a wide range of Metro routes for\nfinancial and operating deficiencies These initiatives will ensure that Metro’s\nthree years commencing in mid-2024.\nthat have been brought to the fore in foundational ICT architecture and core\nThe BEBs will operate Metro services\nMetro’s performance this year. systems will be fit for purpose and\nacross the Launceston network for two\nable to facilitate future development,\nThe apparent permanent impact years, starting towards the end of 2023.\nexpansion and enhancement, as well as\nof Covid-19 on patronage and the\nThese trials will provide Metro with maximising the opportunities presented\nsubsequent reduction in fare revenue\ncritical operational experience and by a new ticketing system.\n Source: `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)`\n- In addition, in June 2023 the International Sustainability Standards Board (ISSB) issued the following standards:\nEffective for annual reporting\nStandard Requirement periods beginning on or after\nIFRS S1 General Requirements for IFRS S1 sets out overall requirements 1 January 2024\nDisclosure of Sustainability related for sustainability-related financial\nFinancial Information (IFRS S1) disclosures with the objective\nto require an entity to disclose\ninformation about its sustainability-\nrelated risks and opportunities that\nis useful to primary users of general\npurpose financial reports in making\ndecisions relating to providing\nresources to the entity.\n Source: `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)`\n\n### Role and Functions\n\n- [Page 23]\nBoard and committee meetings\nThe number of meetings (Board and Committee) attended by each director during the financial year ended 30 June 2024 are:\nBoard Meetings Audit and Risk Committee\nDirector Held* Attended** Held* Attended**\nAnthony Braxton-Smith 15 15 3 2\nYvonne Rundle 15 15 5 5\nDianne Underwood 15 15 5 5\nIan Vanderbeek 6 6 - -\nJane Sargison 6 6 2 2\nTim Gardner 9 8 - -\nGreg Wallace 9 9 1 1\n* The number of meetings held while the director was a member of the Board or Committee\n** The number of meetings attended by the director\nRemuneration report Metro’s approach to executive Proceedings on behalf\nremuneration supports the ability\nof the Company\nNon-executive directors are appointed to attract, retain and motivate\nby the Treasurer and Portfolio Minister. competent and experienced executive No person has applied for leave of the\n Source: `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)`\n- With over 164,000 customers served at\nWhether it’s to highlight a concern or to\nour locations and more than 27,000 calls\nacknowledge great service, this input\nanswered through our hotline each year,\nplays a vital role in helping us refine and 272\nour team is proud to deliver meaningful,\nimprove what we do.\nday-to-day support that enhances the\nWe take all complaints and incidents customer experience.\nseriously, investigating each one compliments\nThese ongoing efforts reflect our\nthoroughly.\n Source: `annual-reports/2024-25.pdf (https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf)`\n- [Page 9]\nSafety and Security Figure 5: Employment Profile\nMetro closely monitored progress against 400\nsafety and security measures and\nactively prosecuted specific initiatives, 350\nincluding:\n300\n• Constructing a detailed Metro job\ndictionary in partnership with an 250\noccupational therapist, to provide\nTOTAL\na granular understanding of the 200\nphysical and mental requirements\nof the Bus Operator role.\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- Accelerated Bus Replacement Program together a roadmap to steer the Metro is honoured to play a role in the\ncommencement of this trial and inform\nIn April 2021, we received the 100th lives of many Tasmanians, enabling\nthe 2021-22 state budget.\n Source: `annual-reports/2020-21.pdf (https://www.metrotas.com.au/wp-content/uploads/2021/10/210210-Metro-AR-2020-21_Final_web.pdf)`\n- [Page 13]\n525\n15% 85%\nfemale male\ntotal employees\nAverage length\nAverage age: of service:\n46 6.3\nYEARS YEARS\nMetro continues to work hard to The survey highlighted Metro’s strengths 55%\naddress issues within the recruitment in fostering team connections, ensuring\nportfolio.\n Source: `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)`\n- Opportunities for continued growth\n2024 Employee\nwere also identified in learning and Engagement factor score\nEngagement Survey development, and connection with\n8% from 2022\nMetro’s leadership teams, areas where\nIn March 2024, Metro conducted its Metro is actively focusing its efforts\nbiennial Employee Engagement Survey, to improve.\nachieving a participation rate of 55% 85%\nSignificant improvements were seen\n– a notable increase of 8% from the\nin Metro recognising outstanding\n2022 survey.\ncustomer service within the team, with\nThis upward trend in participation, a 22% increase since 2022, and in our ‘I know what I need to do to be\ncharacterised by an alignment to team’s satisfaction with their physical successful in my role’\nMetro’s goals and a sense of pride in workspace and team inclusivity.\nthe workplace, is reflected across\nThese survey insights continue to guide\n Source: `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)`\n\n### Strategic Priorities\n\n- [Page 6]\nOur Customers and Community\nOur strategic priorities\nKeep people\nsafe\nProvide a 15,454 219\npositive\ncustomer\naverage monthly visits compliments\nexperience\nto the Metro Shops received statewide\nTotal visits 23% from 2021–22\nBe a great\nplace to work\nCompliments and complaints\nModernise Metro welcomes feedback from our customers to assist us plan and to inform\nchanges and improvements to our services.\n Source: `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)`\n- [Page 8]\nOur Customers and Community\nOur strategic priorities\nKeeping our people\nand customers safe\nRecruiting and 17,018 254\nretaining our team\naverage monthly visits compliments\nEnsuring financial\nto the Metro Shops received statewide\nsustainability\nTotal visits 10% from 2022–23\nModernising core\nCompliments and complaints\nsystems\nMetro welcomes feedback from our customers.\n Source: `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)`\n- In the from 2018-19 to $10.2m, equating to\nbut many of us – as individuals, and as\nfirst eight months of 2019-20 (prior to 19% of Metro’s income.\ncommunities – can tell tales of success\nthe COVID-19 pandemic), full-fare adult\ndespite adversity, achieved through quiet Major expenses continue to be\npatronage increased across Metro’s\npersistence and extraordinary optimism. employee wages and salaries, fuel,\nnetworks by 8.3%, and Hobart services\nWhile we all face challenges – some and fleet maintenance.\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- The job 150\ndictionary helps ensure adequate\n100\npre-employment medicals and\nprovides detailed assistance to\n50\nmedical practitioners in making\nfitness for duty and returning to\n0\nwork assessments Full-time Part-time Casual\n• Engaging WHSE Committees and\ninternal stakeholders in developing\nFigure 6: Employee Age Profile\nan up to date risk assessment and\nrisk control strategies targeting\nthe primary causes of Bus Operator\n120\ninjuries\n• Actively managing the response\n100\nto incidents with a view to better\nsupporting injured employees.\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- The 2019-20\nThis will include the installation of\nincome tax of $5.07 million (2019: loss Budget and Forward Estimates allocated\nprotective screens throughout the\nof $2.39 million) and an after tax $7.5 million to fund an integrated\nbus fleet.\nloss of $3.55 million (2019: loss of ticketing system project.\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- Current term: Jude Munro 12 8 20 19\n28 November 2019 – 27 November 2022 Susan Fahey 12 8 20 19\nYvonne Rundle 12 8 20 19\nMs Susan Fahey\nGreg Wallace 10 8 18 18\nMs Fahey was appointed in December\n2016 and is a member of Metro’s Audit (1) An additional eight Board meetings were held during the COVID-19 Pandemic (April to June) on a weekly / fortnightly basis and an\nadditional two meetings were held for approvals out of the regular monthly schedule in 2019.\nand Risk Committee.\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- 28 November 2019 – 27 November 2022\nAudit and Risk Committee\nMs Yvonne Rundle Director Held (1) Attended\nMs Rundle was appointed in December Tim Gardner (2) 5 4\n2019 and is a member of Metro’s Audit Nick Burrows 2 2\nand Risk Committee.\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- Current term: Susan Fahey 5 5\n5 December 2018 – 30 November 2021 Yvonne Rundle 5 5\nGreg Wallace 3 3\nMr Greg Wallace\nMr Wallace was appointed in August (1) The number of meetings held while the Director was a member of the Committee.\n(2) Mr Gardner attended Audit and Risk Committee meetings as an observer.\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- [Page 17]\nKey Performance Targets\nFinancial targets 2019–20 target 2019–20 actual Status\nOperating profit/(loss) before tax ($’000) (2,854) (5,066)\nFares revenue ($’000) 14307 10,227\nTotal cost per service kilometre ($) 6.49 6.33\n% reduction in corporate overheads 0.5 0\nNon-financial targets 2019–20 target 2019–20 actual Status\nNetwork effectiveness\nPatronage (‘000 first boardings) 8,601 7,344\nFirst boardings per service kilometre 0.94 0.80\n% of boardings made with a Greencard 84 85*\nOperator efficiency\n% of trips delivered 99 100\n% of trips delivered on time 90 89\n% of general access services delivered by DDA compliant buses 86 87\n% of kilometres that are out of service (dead running) 17 19\n% of rostered hours that are bus hours (under time hours) 2.5 2.1\nService quality\n% overall passenger satisfaction (from Customer Satisfaction Survey) 79 N/A**\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- Sensitivity analysis:\nAt 30 June 2020, the effect on profit or loss and equity as a result of changes in the interest rate, with all other variables\nremaining constant, would be as follows:\nCONSOLIDATED\n2020 2019\n$'000 $'000\nChange in profit or loss\n- Increase in interest rate by 2% 280 455\n- Decrease in interest rate by 2% (280) (455)\nChange in equity\n- Increase in interest rate by 2% 280 455\n- Decrease in interest rate by 2% (280) (455)\nThe above interest rate sensitivity analysis has been performed on the assumption that all other variables remain\nunchanged.\n(d) Net fair values\nThe net fair value equals the carrying value for all financial assets and liabilities held by Metro.\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- As Greencard uptake is lower 31 December 2022.\namongst students (85% in the year), the\noverall target was not achieved.\n Source: `annual-reports/2020-21.pdf (https://www.metrotas.com.au/wp-content/uploads/2021/10/210210-Metro-AR-2020-21_Final_web.pdf)`\n- 3Total cost per service km is higher than target due to higher than forecast one-off expenditure for internally\nfunded resourcing to support delivery of cri(cid:415)cal projects.\n*Metro’s annual customer sa(cid:415)sfac(cid:415)on survey was conducted in August 2025, with overall sa(cid:415)sfac(cid:415)on\nincreasing by 9% on the previous year.\n**The result and targets for financial metrics represent the posi(cid:415)on for the half-year repor(cid:415)ng period\nHalf Year Report 8\n Source: `other-pdfs/Metro-Half-Year-Report-2025-26.pdf (https://www.metrotas.com.au/wp-content/uploads/2026/03/Metro-Half-Year-Report-2025-26.pdf)`\n- We look forward to travelling\nScheduled trips delivered were at Transport Working Group and welcomes with you next year as we continue our\n98.62%, slightly below target of 99% the initiatives and outcomes achieved journey to be a truly customer-centric\nfor 2022–23.\n Source: `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)`\n- In the from 2018-19 to $10.2m, equating to\nbut many of us – as individuals, and as\nfirst eight months of 2019-20 (prior to 19% of Metro’s income.\ncommunities – can tell tales of success\nthe COVID-19 pandemic), full-fare adult\ndespite adversity, achieved through quiet Major expenses continue to be\npatronage increased across Metro’s\npersistence and extraordinary optimism. employee wages and salaries, fuel,\nnetworks by 8.3%, and Hobart services\nWhile we all face challenges – some and fleet maintenance.\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- [Page 17]\nKey Performance Targets\nFinancial targets 2019–20 target 2019–20 actual Status\nOperating profit/(loss) before tax ($’000) (2,854) (5,066)\nFares revenue ($’000) 14307 10,227\nTotal cost per service kilometre ($) 6.49 6.33\n% reduction in corporate overheads 0.5 0\nNon-financial targets 2019–20 target 2019–20 actual Status\nNetwork effectiveness\nPatronage (‘000 first boardings) 8,601 7,344\nFirst boardings per service kilometre 0.94 0.80\n% of boardings made with a Greencard 84 85*\nOperator efficiency\n% of trips delivered 99 100\n% of trips delivered on time 90 89\n% of general access services delivered by DDA compliant buses 86 87\n% of kilometres that are out of service (dead running) 17 19\n% of rostered hours that are bus hours (under time hours) 2.5 2.1\nService quality\n% overall passenger satisfaction (from Customer Satisfaction Survey) 79 N/A**\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- Sensitivity analysis:\nAt 30 June 2020, the effect on profit or loss and equity as a result of changes in the interest rate, with all other variables\nremaining constant, would be as follows:\nCONSOLIDATED\n2020 2019\n$'000 $'000\nChange in profit or loss\n- Increase in interest rate by 2% 280 455\n- Decrease in interest rate by 2% (280) (455)\nChange in equity\n- Increase in interest rate by 2% 280 455\n- Decrease in interest rate by 2% (280) (455)\nThe above interest rate sensitivity analysis has been performed on the assumption that all other variables remain\nunchanged.\n(d) Net fair values\nThe net fair value equals the carrying value for all financial assets and liabilities held by Metro.\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- [Page 17]\nKey Performance Targets\nFinancial targets 2020–21 target 2020–21 actual Status\nOperating profit/(loss) before tax ($’000) -1,883 -803\nFares revenue ($’000) 10,849 10,680\nTotal cost per service kilometre ($) 6.79 6.77\n% reduction in corporate overheads 0.50% 0%\nNon-financial targets 2020–21 target 2020–21 actual Status\nNetwork effectiveness\nPatronage (‘000 first boardings) 6,354.1 6,850.4\nFirst boardings per service kilometre 0.7 0.8\n% of boardings made with a Greencard 90% 89%\nOperator efficiency\n% of trips delivered 99% 99.96%\n% of trips delivered on time 90% 88.82%\n% of general access services delivered by DDA compliant buses 97% 96%\n% of kilometres that are out of service (dead running) 19% 20%\n% of rostered hours that are bus hours (under time hours) 2% 2%\nService quality\n% overall passenger satisfaction (from Customer Satisfaction Survey) 77 N/A*\n Source: `annual-reports/2020-21.pdf (https://www.metrotas.com.au/wp-content/uploads/2021/10/210210-Metro-AR-2020-21_Final_web.pdf)`\n- Sensitivity analysis:\nAt 30 June 2021, the effect on profit or loss and equity as a result of changes in the interest rate, with all other variables\nremaining constant, would be as follows:\nCONSOLIDATED\n2021 2020\n$'000 $'000\nChange in profit or loss\n- Increase in interest rate by 2% 147 280\n- Decrease in interest rate by 2% (147) (280)\nChange in equity\n- Increase in interest rate by 2% 147 280\n- Decrease in interest rate by 2% (147) (280)\nT he above interest rate sensitivity analysis has been performed on the assumption that all other variables remain unchanged.\n Source: `annual-reports/2020-21.pdf (https://www.metrotas.com.au/wp-content/uploads/2021/10/210210-Metro-AR-2020-21_Final_web.pdf)`\n- You are well needed in Tasmania and you deserve the Best!”\n600,000 4 million 2,480,524\nSocial media page visits website visits journeys planned using the\n127% from 2021–22 20% from 2021–22 online trip planner\nCustomer Satisfaction Survey\nMetro’s result in the 2022 Customer Satisfaction Survey reflects the ongoing Overall\nservice disruptions experienced throughout the year.\n Source: `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)`\n- Current term: 25 November 2021 –\n25 November 2024\nFor the year ended 30 June 2023, the Metro has been allocated $3.8m in funding\ncompany achieved a loss before income under the State Budget, over the period Ms Yvonne Rundle\ntax of $2.04 million (2022: profit of 2023–24 to 2025–26, for the intelligent\nMs Rundle was appointed in December\n$3.49 million) and an after tax loss of transport systems project that will\n2018 and is the Chair of Metro’s Audit\n$1.43 million (2022: profit of $2.44 million). support Metro in the rollout of its three-\nand Risk Committee.\n Source: `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)`\n- [Page 19]\nKey performance targets\nFinancial targets 2022–23 target 2022–23 actual Status\nProfit/(loss) before tax ($'000) (2,168) (2,040)\nFares revenue ($'000) 11,219 11,560\nTotal cost per service kilometre ($) 7.44 7.94\nNon-financial targets 2022–23 target 2022–23 actual Status\nNetwork effectiveness\nPatronage ('000 first boardings) 6,943.9 6,987.6\nFirst boardings per service kilometre 0.76 0.76\n% of boardings made with a Greencard 90% 88%\nOperator efficiency\n% of scheduled services delivered 99.75% 98.62%\n% of services delivered on time 90% 86%\n% of kilometres that are out of service 20% 20%\n% of paid hours that are undertime 2% 1%\nService quality\nComplaints per 100,000 service kilometres 13.0 17.1\n% customer satisfied with Metro 80 63\nSafety\nAt fault collisions/100,000 km 2.6 4.7\nReduction in average hours lost per workers compensation claim# 16.3 60.2\n Source: `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)`\n- 2023 2022\n$'000 $'000\nCash at bank and on hand 6,530 8,222\nCall deposit at CBA 1,002 1,000\nCall deposit at TASCORP 2,142 2,083\nTerm deposits 2,000 -\nTotal cash and cash equivalents 11,674 11,305\nMetro’s cash and cash equivalents include funds that are subject to external restrictions primarily as a result of\ngrant funding received for government projects and ticket fares received in advance.\n Source: `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)`\n- [Page 21]\nKey performance targets\nFinancial targets 2023-24 target 2023-24 actual Status\nProfit/(loss) after tax ($'000) (3,056) (3,245)\nReturns to Government 87,487 26,496\nFares revenue ($'000) 11,631 11,273\nTotal cost per service kilometre ($) 6.26 6.44\nNon-financial targets 2023-24 target 2023-24 actual Status\nNetwork effectiveness\nPatronage ('000 first boardings) 7,124 6,867\nFirst boardings per service kilometre 0.78 0.79\nOperator efficiency\n% trips delivered within Metro's reasonable control 99.75% 93.57%\n% trips delivered on time within Metro's reasonable control 90% 84%\n% of kilometres that are out of service 20% 20%\n% of paid hours that are undertime 1.0% 0.5%\nService quality\nSubstantiated complaints / 100,000 service kilometres 13 7.7\n% customers satisfied with Metro* 80\nSafety\nAt fault collisions/100,000 km 4 5.1\nReduction in LTI Frequency Rate 27 53.8\n Source: `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)`\n- 30 June 2024 (up from $6.454 million\nThe result has been primarily driven by\nas at 30 June 2023).\n Source: `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $5.07 million, $2.39 million, $7.5 million, $3.55 million, 5.07 million, 2.39 million | The 2019-20\nThis will include the installation of\nincome tax of $5.07 million (2019: loss Budget and Forward Estimates allocated\nprotective screens throughout the\nof $2.39 million) and an after tax $7.5 million to fund an integrated\nbus fleet.\nloss of $3.55 million (2019: loss of ticketing system project. | `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)` |\n| $3.8m, $2.04 million, $3.49 million, $1.43 million, $2.44 million, 2.04 million | Current term: 25 November 2021 –\n25 November 2024\nFor the year ended 30 June 2023, the Metro has been allocated $3.8m in funding\ncompany achieved a loss before income under the State Budget, over the period Ms Yvonne Rundle\ntax of $2.04 million (2022: profit of 2023–24 to 2025–26, for the intelligent\nMs Rundle was appointed in December\n$3.49 million) and an after tax loss of transport systems project that will\n2018 and is the Chair of Metro’s Aud | `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)` |\n| $12.222 million, $66.752 million, $63.028 million, 12.222 million, 66.752 million, 63.028 million | This will allow Metro\nas a result of declining patronage, and GreenCard liability are $12.222 million.\nto further stabilise its workforce and\nincreased operating costs.\nprovide certainty for our customers at\nNon-financial targets\nMetro’s net assets as at 30 June 2024 a time when the labour market remains\nwere $66.752 million, which was an commentary extremely challenging.\nincrease on last year’s position of\nDue to data limitations, the 84% result | `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)` |\n| $5.963 million, $4.632 million, $4.178 million, $3.245 million, 5.963 million, 4.632 million | These behaviours, Financial outcomes Given the ongoing challenges in\nby a small cohort within the community, balancing the budget, the Board has\nare resulting in more stress-related Metro recorded a loss before tax of engaged external advisors to provide\nworkplace absences, challenges with $5.963 million in 2024–25 (compared to independent expert analysis to\nrecruitment and retention, and adverse $4.632 million in 2023–24), and a loss comprehensi | `annual-reports/2024-25.pdf (https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf)` |\n| $18m | 2020 2019\n$'000 $'000\nCash at bank and on hand 2,421 4,511\nCall deposit at Tascorp 2,071 3,541\nTerm deposits 4,000 11,500\n8,492 19,552\n(a) Credit and standby facilities\nBorrowing limit 18,000 3,000\nCredit cards facility limit 20 20\nLess used/committed - -\nBalance of credit facility available 18,020 3,020\nThe borrowing facility held with Tascorp was increased to $18m in response to the financial impact of COVID-19, which is detailed\nin the Directo | `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)` |\n| $228,589 | 2020\n$'000\nDepreciation expense of right-of-use assets 192\nInterest expense on lease liabilities 2\nExpenses relating to short-term leases 36\nExpenses relating to leases of low-value assets -\nTotal 230\nMetro had total cash outflows for lease of $228,589 for 2019-20. | `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)` |\n| $207,901 , $228,589 | Depreciation expense of right-of-use assets 203 192\nInterest expense on lease liabilities 5 2\nExpenses relating to short-term leases - 36\nExpenses relating to leases of low-value assets - -\nTotal 208 230\nMetro had total cash outflows for leases of $207,901 for 2020-21 ($228,589 for 2019-20). | `annual-reports/2020-21.pdf (https://www.metrotas.com.au/wp-content/uploads/2021/10/210210-Metro-AR-2020-21_Final_web.pdf)` |\n| $2 million, $4.70 million, 2 million, 4.70 million | Metro’s fare revenue was $2 million\nCurrent term: 25 November 2022 –\nThere has not been any matter or lower than pre pandemic levels, which\n25 November 2025\ncircumstance other than that referred represented a 15% decline, and a shortfall\nto in the Financial Statements or Notes of $4.70 million compared to Metro’s Ms Jude Munro\nthereto that has arisen since the end of pre-Covid projections for 2022–23. | `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)` |\n| $296,258 , $234,604 | Depreciation expense of right-of-use assets 287 271\nInterest expense on lease liabilities 9 6\nTotal 296 277\nMetro had total cash outflows for leases of $296,258 for 2022–23 ($234,604 for 2021–22). | `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)` |\n| $24.76 million, $48.87 million, 24.76 million, 48.87 million | Why this matter is considered to be one of the Audit procedures to address the matter\nmost significant matters in the audit included\nValuation of bus fleet, land and buildings\nRefer to note C4\nAt 30 June 2024, the Group’s assets included • Assessing the scope, expertise and\nland and buildings valued at $24.76 million, and independence of experts engaged to assist\na bus fleet valued at $48.87 million. | `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)` |\n| $309,106 , $296,258 | Depreciation expense of right-of-use assets 285 287\nInterest expense on lease liabilities 16 9\nTotal 301 296\nMetro had total cash outflows for leases of $309,106 for 2023-24 ($296,258 for 2022-23). | `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)` |\n| $6.844 million, $2.1 million, $2.278 million, 6.844 million, 2.1 million, 2.278 million | Backed by place to support the half-price fares $6.844 million is allocated to specific\na $2.1 million funding package from initiative effectively freezes Metro fare projects including zero-emission buses,\nthe Tasmanian Government, after box revenue at 2023-2024 levels. intelligent transport systems, and\nextensive prototyping, testing and This is $2.278 million below 2019 levels, GreenCard balances.\nconsultation with bus operators, which is the r | `annual-reports/2024-25.pdf (https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf)` |\n| $10.2m | In the from 2018-19 to $10.2m, equating to\nbut many of us – as individuals, and as\nfirst eight months of 2019-20 (prior to 19% of Metro’s income.\ncommunities – can tell tales of success\nthe COVID-19 pandemic), full-fare adult\ndespite adversity, achieved through quiet Major expenses continue to be\npatronage increased across Metro’s\npersistence and extraordinary optimism. employee wages and salaries, fuel,\nnetworks by 8.3%, and Hobart services\nWhil | `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)` |\n| 4 million | You are well needed in Tasmania and you deserve the Best!”\n600,000 4 million 2,480,524\nSocial media page visits website visits journeys planned using the\n127% from 2021–22 20% from 2021–22 online trip planner\nCustomer Satisfaction Survey\nMetro’s result in the 2022 Customer Satisfaction Survey reflects the ongoing Overall\nservice disruptions experienced throughout the year. | `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)` |\n| $3.8m, $2.04 million, $3.49 million, $1.43 million, $2.44 million, 2.04 million | Current term: 25 November 2021 –\n25 November 2024\nFor the year ended 30 June 2023, the Metro has been allocated $3.8m in funding\ncompany achieved a loss before income under the State Budget, over the period Ms Yvonne Rundle\ntax of $2.04 million (2022: profit of 2023–24 to 2025–26, for the intelligent\nMs Rundle was appointed in December\n$3.49 million) and an after tax loss of transport systems project that will\n2018 and is the Chair of Metro’s Aud | `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)` |\n| $6.454 million, 6.454 million | 30 June 2024 (up from $6.454 million\nThe result has been primarily driven by\nas at 30 June 2023). | `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)` |\n| $12.222 million, $66.752 million, $63.028 million, 12.222 million, 66.752 million, 63.028 million | This will allow Metro\nas a result of declining patronage, and GreenCard liability are $12.222 million.\nto further stabilise its workforce and\nincreased operating costs.\nprovide certainty for our customers at\nNon-financial targets\nMetro’s net assets as at 30 June 2024 a time when the labour market remains\nwere $66.752 million, which was an commentary extremely challenging.\nincrease on last year’s position of\nDue to data limitations, the 84% result | `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)` |\n| $4.63 million, $2.04 million, $3.25 million, $1.43 million, 4.63 million, 2.04 million | These include:\nMember, Audit and Risk Committee\n2024, Metro achieved a loss before\n• Continuing the zero emission bus\nincome tax of $4.63 million (2023: loss Appointed director Nov 2022\ntrials based on battery electric\nof $2.04 million) and an after tax Current term expires Nov 2025\nand hydrogen fuel cell electric\nloss of $3.25 million (2023: loss of\ntechnology in Launceston and Ian Vanderbeek\n$1.43 million). | `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)` |\n\n## Key Achievements\n\n- [Page 17]\nKey Performance Targets\nFinancial targets 2019–20 target 2019–20 actual Status\nOperating profit/(loss) before tax ($’000) (2,854) (5,066)\nFares revenue ($’000) 14307 10,227\nTotal cost per service kilometre ($) 6.49 6.33\n% reduction in corporate overheads 0.5 0\nNon-financial targets 2019–20 target 2019–20 actual Status\nNetwork effectiveness\nPatronage (‘000 first boardings) 8,601 7,344\nFirst boardings per service kilometre 0.94 0.80\n% of boardings made with a Greencard 84 85*\nOperator efficiency\n% of trips delivered 99 100\n% of trips delivered on time 90 89\n% of general access services delivered by DDA compliant buses 86 87\n% of kilometres that are out of service (dead running) 17 19\n% of rostered hours that are bus hours (under time hours) 2.5 2.1\nService quality\n% overall passenger satisfaction (from Customer Satisfaction Survey) 79 N/A**\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- [Page 21]\nKey performance targets\nFinancial targets 2023-24 target 2023-24 actual Status\nProfit/(loss) after tax ($'000) (3,056) (3,245)\nReturns to Government 87,487 26,496\nFares revenue ($'000) 11,631 11,273\nTotal cost per service kilometre ($) 6.26 6.44\nNon-financial targets 2023-24 target 2023-24 actual Status\nNetwork effectiveness\nPatronage ('000 first boardings) 7,124 6,867\nFirst boardings per service kilometre 0.78 0.79\nOperator efficiency\n% trips delivered within Metro's reasonable control 99.75% 93.57%\n% trips delivered on time within Metro's reasonable control 90% 84%\n% of kilometres that are out of service 20% 20%\n% of paid hours that are undertime 1.0% 0.5%\nService quality\nSubstantiated complaints / 100,000 service kilometres 13 7.7\n% customers satisfied with Metro* 80\nSafety\nAt fault collisions/100,000 km 4 5.1\nReduction in LTI Frequency Rate 27 53.8\n Source: `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)`\n- [Page 9]\nResults against key performance targets included in the Statement of\nCorporate Intent\nActual Target\nDecember 2025 December 2025\nDelivering service reliability and customer satisfaction\nPatronage (first boardings) 3,568,539 3,566,098\n% delivered within Metro’s control1 95.13% 99.75%\n% delivered on time within Metro’s control1 82.70% 90.00%\nNumber of substantiated complaints (per 100,000 service km) 5.8 6.4\nCustomer satisfaction 78%* 78%*\nEngaging and developing our people\nLost time injury frequency rate 18.4 43.2\nEmployee engagement2 NA NA\nPursuing operational excellence\nAt-fault vehicle collisions per 100,000km 4.7 4\n% of kilometres that are out-of-service (Dead Running) 22.20% 20%\nAchieving financial sustainability\nProfit/(Loss) after tax ($‘000) ($2,633)** ($2,339)**\nFare revenue ($‘000) $5,736** $5,680**\nTotal cost per service km3 $9.17 $7.77\n Source: `other-pdfs/Metro-Half-Year-Report-2025-26.pdf (https://www.metrotas.com.au/wp-content/uploads/2026/03/Metro-Half-Year-Report-2025-26.pdf)`\n- Update on strategic measures and ini(cid:415)a(cid:415)ves\nThe key strategic ac(cid:415)vi(cid:415)es and achievements during the half-year period included:\n In collabora(cid:415)on with DSG, Metro reintroduced a further 31 services in August 2025 which had been\naffected by the temporary service adjustment implemented in 2023.\n Source: `other-pdfs/Metro-Half-Year-Report-2025-26.pdf (https://www.metrotas.com.au/wp-content/uploads/2026/03/Metro-Half-Year-Report-2025-26.pdf)`\n- [Page 17]\nKey Performance Targets\nFinancial targets 2020–21 target 2020–21 actual Status\nOperating profit/(loss) before tax ($’000) -1,883 -803\nFares revenue ($’000) 10,849 10,680\nTotal cost per service kilometre ($) 6.79 6.77\n% reduction in corporate overheads 0.50% 0%\nNon-financial targets 2020–21 target 2020–21 actual Status\nNetwork effectiveness\nPatronage (‘000 first boardings) 6,354.1 6,850.4\nFirst boardings per service kilometre 0.7 0.8\n% of boardings made with a Greencard 90% 89%\nOperator efficiency\n% of trips delivered 99% 99.96%\n% of trips delivered on time 90% 88.82%\n% of general access services delivered by DDA compliant buses 97% 96%\n% of kilometres that are out of service (dead running) 19% 20%\n% of rostered hours that are bus hours (under time hours) 2% 2%\nService quality\n% overall passenger satisfaction (from Customer Satisfaction Survey) 77 N/A*\n Source: `annual-reports/2020-21.pdf (https://www.metrotas.com.au/wp-content/uploads/2021/10/210210-Metro-AR-2020-21_Final_web.pdf)`\n- [Page 19]\nKey performance targets\nFinancial targets 2022–23 target 2022–23 actual Status\nProfit/(loss) before tax ($'000) (2,168) (2,040)\nFares revenue ($'000) 11,219 11,560\nTotal cost per service kilometre ($) 7.44 7.94\nNon-financial targets 2022–23 target 2022–23 actual Status\nNetwork effectiveness\nPatronage ('000 first boardings) 6,943.9 6,987.6\nFirst boardings per service kilometre 0.76 0.76\n% of boardings made with a Greencard 90% 88%\nOperator efficiency\n% of scheduled services delivered 99.75% 98.62%\n% of services delivered on time 90% 86%\n% of kilometres that are out of service 20% 20%\n% of paid hours that are undertime 2% 1%\nService quality\nComplaints per 100,000 service kilometres 13.0 17.1\n% customer satisfied with Metro 80 63\nSafety\nAt fault collisions/100,000 km 2.6 4.7\nReduction in average hours lost per workers compensation claim# 16.3 60.2\n Source: `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)`\n- [Page 14]\nLearning and development\nSafety Training Driving Team Training 300\n8 E mergency Warden 3 Heavy Vehicle\n3 First Aid Assessor\nemployees completed\n7 Health & Safety\nde-escalation training\nRepresentatives\n22 W ellbeing Support\nOfficer\nTraining\n14\nZEB Training\nemployees completed\n14 BEB overview\nCertificate IV in Leadership\n24 B EB Familiarisation\nEngineering Training\nand Charger Training and Management\n15 H ydrogen Bus\n30 B EB Driving Training\nfamiliarisation\n16 HEB Overview\n7 Battery Electric\nVehicle 19 H EB Operator 23\nServicing Familiarisation\nSkill Set 7 HEB\nDriving\nemployees completed\nTraining\nresilience in the workplace\ntraining\nMetro continues to invest in the skills and development\nof our people with 14 staff successfully completing their\nCert IV in Leadership & Management.\n Source: `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)`\n- These declined by 1.8%, resulting in a 3.6%\nMetro’s services were severely\nincreases have been partially offset variance to target.\nimpacted by major roadworks such as\nby the impact of the loss generated by\nMetro’s temporary service adjustments the Bridgewater Bridge construction,\nMetro in 2023-24 as outlined above.\nimplemented in August 2023 to restore and traffic congestion more broadly.\nstability and reliability to the network\nMetro Tasmania Pty Ltd | Annual Report 2023–24 21\n Source: `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)`\n- [pages 8,9,10,11]\n5 with our survey\nrelevant frontline staff to acknowledge\ncompleted in July 2025.\n Source: `annual-reports/2024-25.pdf (https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf)`\n- [Page 21]\nKey performance targets\nFinancial targets 2024-25 target 2024-25 actual Status\nProfit/(loss) after tax ($'000) (3,090) (4,178)\nReturns to Government 26 26\nFares revenue ($'000) 11,179 11,179\nTotal cost per service kilometre ($) 6.62 6.87\nNon-financial targets 2024-25 target 2024-25 actual Status\nNetwork effectiveness\nPatronage ('000 first boardings) 6,928,430 7,040,368\nFirst boardings per service kilometre 0.76 0.81\nOperator efficiency\n% trips delivered within Metro's reasonable control 99.75 94.08\n% trips delivered on time within Metro's reasonable control 90 82\n% of kilometres that are out of service 20 22\n% of paid hours that are undertime 0.5 0.4\nService quality\nSubstantiated complaints / 100,000 service kilometres 8.2 6.6\n% customers satisfied with Metro 70 68\nSafety\nAt fault collisions/100,000 km 4 4.5\nReduction in Lost Time Injury Frequency Rate 48 30.2\n Source: `annual-reports/2024-25.pdf (https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf)`\n- This reflects ongoing efforts\nMetro’s service adjustments implemented\noutpace revenue growth as Metro over the past 12 months to minimise\nin 2023-24 to restore stability and\nimplemented three new enterprise injuries and promote a safer work\nreliability to the network were the\nagreements during 2024-25, which environment.\nprimary cause of not meeting the 99.75%\nresulted in a higher than forecast\ntarget as listed above.\n Source: `annual-reports/2024-25.pdf (https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf)`\n- [pages 10,11,12,13]\nUnion, through the Tasmanian All of Metro’s Executive and Senior\nGovernment’s Safe Public Transport Leadership Team continue to underway Certificate IV in\nWorking Group. participate in ongoing professional Leadership and Management\ndevelopment and coaching including a\nInternally, Metro has concentrated its\nLeadership Development program.\nefforts on a custom developed staff\ntraining program How’re You Travelling,\ninvestigating security screens and 266\npartitions through trials, working closely\nwith Tasmania Police, community\nleaders and other stakeholders to employees completed\naddress this societal issue.\n Source: `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Current term: Jude Munro 12 8 20 19\n28 November 2019 – 27 November 2022 Susan Fahey 12 8 20 19\nYvonne Rundle 12 8 20 19\nMs Susan Fahey\nGreg Wallace 10 8 18 18\nMs Fahey was appointed in December\n2016 and is a member of Metro’s Audit (1) An additional eight Board meetings were held during the COVID-19 Pandemic (April to June) on a weekly / fortnightly basis and an\nadditional two meetings were held for approvals out of the regular monthly schedule in 2019.\nand Risk Committee.\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- 28 November 2019 – 27 November 2022\nAudit and Risk Committee\nMs Yvonne Rundle Director Held (1) Attended\nMs Rundle was appointed in December Tim Gardner (2) 5 4\n2019 and is a member of Metro’s Audit Nick Burrows 2 2\nand Risk Committee.\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- Current term: Susan Fahey 5 5\n5 December 2018 – 30 November 2021 Yvonne Rundle 5 5\nGreg Wallace 3 3\nMr Greg Wallace\nMr Wallace was appointed in August (1) The number of meetings held while the Director was a member of the Committee.\n(2) Mr Gardner attended Audit and Risk Committee meetings as an observer.\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- Mr Tim Gardner was appointed Director Yvonne Rundle joined the Board in\non 22 December 2015, Deputy Chair on December 2018 and was appointed\n19 December 2016, and Chair on 16 April Chair of the Audit and Risk Committee\n2019.\n Source: `annual-reports/2020-21.pdf (https://www.metrotas.com.au/wp-content/uploads/2021/10/210210-Metro-AR-2020-21_Final_web.pdf)`\n- Yvonne Rundle 12 1 13 13\nDuring the twelve months, no Director\nGreg Wallace 12 1 13 13\nhas received, or become entitled to\nreceive, a benefit by reason of a contract (1) An additional Board meeting was held during the Covid-19 Pandemic (July).\nmade by the company with a Director (2) The number of meetings held while the Director was a member of the Board and Committees.\nor with a firm of which he or she is a\nmember or an entity in which he or she Audit and Risk Committee\nhas a financial interest.\n Source: `annual-reports/2020-21.pdf (https://www.metrotas.com.au/wp-content/uploads/2021/10/210210-Metro-AR-2020-21_Final_web.pdf)`\n- Current term: 25 November 2021 –\n25 November 2024\nFor the year ended 30 June 2023, the Metro has been allocated $3.8m in funding\ncompany achieved a loss before income under the State Budget, over the period Ms Yvonne Rundle\ntax of $2.04 million (2022: profit of 2023–24 to 2025–26, for the intelligent\nMs Rundle was appointed in December\n$3.49 million) and an after tax loss of transport systems project that will\n2018 and is the Chair of Metro’s Audit\n$1.43 million (2022: profit of $2.44 million). support Metro in the rollout of its three-\nand Risk Committee.\n Source: `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)`\n- These include:\nMember, Audit and Risk Committee\n2024, Metro achieved a loss before\n• Continuing the zero emission bus\nincome tax of $4.63 million (2023: loss Appointed director Nov 2022\ntrials based on battery electric\nof $2.04 million) and an after tax Current term expires Nov 2025\nand hydrogen fuel cell electric\nloss of $3.25 million (2023: loss of\ntechnology in Launceston and Ian Vanderbeek\n$1.43 million).\n Source: `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)`\n- Current term expires Nov 2026\nand cash equivalents as at 30 June 2024, • Delivering several projects as part\nof which $12.22 million is committed of the Intelligent Transport Systems Jane Sargison\nfor projects funded by the State (ITS) State Government grant, which Member Audit and Risk Committee\nGovernment and ticket fares received in is supporting Metro’s modernisation\nAppointed director Nov 2023\nadvance from GreenCard customers. journey.\n Source: `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)`\n- [Page 23]\nBoard and committee meetings\nThe number of meetings (Board and Committee) attended by each director during the financial year ended 30 June 2024 are:\nBoard Meetings Audit and Risk Committee\nDirector Held* Attended** Held* Attended**\nAnthony Braxton-Smith 15 15 3 2\nYvonne Rundle 15 15 5 5\nDianne Underwood 15 15 5 5\nIan Vanderbeek 6 6 - -\nJane Sargison 6 6 2 2\nTim Gardner 9 8 - -\nGreg Wallace 9 9 1 1\n* The number of meetings held while the director was a member of the Board or Committee\n** The number of meetings attended by the director\nRemuneration report Metro’s approach to executive Proceedings on behalf\nremuneration supports the ability\nof the Company\nNon-executive directors are appointed to attract, retain and motivate\nby the Treasurer and Portfolio Minister. competent and experienced executive No person has applied for leave of the\n Source: `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)`\n- Burnie. • Delivering technology projects as Current term expires Nov 2025\npart of the Intelligent Transport\nReview of operations Systems program to enable Ian Vanderbeek\nmodernisation of key Metro systems\nMember Audit and Risk Committee\nFor the financial year ended 30 June and business processes that will\n2025, Metro achieved a loss before improve our efficiency, service and Appointed director Nov 2023\nincome tax of $5.963 million (2024: loss safety.\n Source: `annual-reports/2024-25.pdf (https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf)`\n- The projects include the\nCurrent term expires Nov 2026\nof $4.632 million) and an after-tax loss of implementation of a new rostering\n$4.178M (2024: loss of $3.245 million). and timetable system HASTUS,\nJane Sargison\na human resource information\nMetro is holding $19.651 million in cash\nand cash equivalents as at 30 June 2025, solution with Elmo Software, and Member Audit and Risk Committee\ninvestigating options to enhance on-\nof which $6.844 million is committed Appointed director Nov 2023\nboard safety and security systems,\nfor projects funded by the State\nGovernment and ticket fares received in including replacement of CCTV on a Current term expires Nov 2027\nportion of Metro’s bus fleet as well as\nadvance from GreenCard customers.\nnew two-way radio communications Tim Booker\nA detailed review of operations for the and updated assisted driver\n Source: `annual-reports/2024-25.pdf (https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf)`\n- [Page 23]\nBoard and committee meetings\nThe number of meetings (Board and Committee) attended by each director during the financial year ended 30 June 2025 are:\nBoard Meetings Audit and Risk Committee\nDirector Held* Attended** Held* Attended**\nAnthony Braxton-Smith 10 10 - 4\nDianne Underwood 10 10 2 3\nIan Vanderbeek 10 10 2 5\nJane Sargison 10 10 5 5\nTim Booker 7 7 4 4\nYvonne Rundle 5 5 2 2\n* The number of meetings held while the director was a member of the Board or Committee\n** The number of meetings attended by the director (either as a member or as an attendee)\nRemuneration report Indemnification and Auditor’s independence\ninsurance declaration\nRemuneration levels for key\nmanagement personnel of Metro are\nMetro has indemnified its directors Metro’s financial report is independently\nset in accordance with the Guidelines\n Source: `annual-reports/2024-25.pdf (https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf)`\n- The risk\nof not detecting a material misstatement resulting from fraud is higher than for one resulting\nfrom error, as fraud may involve collusion, forgery, intentional omissions,\nmisrepresentations, or the override of internal control.\n• Obtain an understanding of internal control relevant to the audit in order to design audit\nprocedures that are appropriate in the circumstances, but not for the purpose of expressing\nan opinion on the effectiveness of the Group’s internal control.\n…3 of 4\n22 METRO ANNUAL REPORT 2019–20\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- [Page 22]\nDirectors’ Report\nThe directors of Metro Tasmania Pty Subsequent events Board of Directors\nLtd (‘Metro’, ‘the Company’) present\nthe annual financial report for the There has not been any matter or Details of directors of Metro during or\nCompany and its controlled entity for circumstance other than that referred to since the end of the financial year are:\nthe year ended 30 June 2024. in the Financial Statements or notes that\nAnthony Braxton-Smith (Chair)\nhas arisen since the end of the financial\nPrincipal activities year that has significantly affected, or Member of Audit and Risk Committee\nmay significantly affect, the operation up until February 2024\nThe principal activity of Metro during of the Company or the state of affairs of Appointed director Nov 2022\nthe financial year was the provision of Metro in future financial years.\n Source: `annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 5]\nStrategic Focus for FY25-26\nIn FY25-26 Metro will focus the following measures and initiatives to progress delivery of strategic goals:\n In collaboration with DSG, complete the reinstatement of  Reassess the approach for addressing Anti-Social Behaviour (ASB)\nTemporary Service Adjustments (TSA), refine real-time tracking, taking a coordinated multi-agency approach with DSG, Tasmania Police\nand joint measures to improve the reliability and convenience of and other stakeholders, initially on the Hobart network, where ASB\nMetro services. incidents have increased 400% since 2019.\n Take an integrated approach with DSG to planning, developing  Implement a workplace safety action plan that is focused on reducing\nand implementing the changes at Metro to support transition to injuries and incidents, and uplift operational supervisor leadership,\n Source: `other-pdfs/Metro-Tasmania-Statement-of-Corporate-Intent-2025-26.pdf (https://www.metrotas.com.au/wp-content/uploads/2025/12/Metro-Tasmania-Statement-of-Corporate-Intent-2025-26.pdf)`\n- Our corporate plan has set the vision, Safety • We celebrate success.\nbusiness purpose, goals and values\nWe take pride in everyone getting home Service Driven\nto guide the company.\nsafely, by:\nWe take pride in what we do and it is\nOur Vision • having a safe workplace; and our pleasure to deliver an outstanding\n• putting safety first. experience for everyone:\nTo be an attractive travel option\ncontributing to an integrated public Respect • recognising we have internal and\ntransport network in Tasmania external customers;\nWe show respect for everyone at all\n• continually challenging ourselves\nOur Business Purpose times: to do things better; and\n• by acting with integrity; • striving for excellence.\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- The challenge of recruitment\ndevelopment course:\nand retention of bus operators is\nLearning and development is continual\none that is being felt nationwide and\nwith the Training team delivering\nMetro has partnered with industry\nboth initial training as well as regular 118\nbodies, community and employment\nassessments and reviews of bus\norganisations to promote occupation\noperators, especially in their first six\nand employment opportunities.\nmonths on the road.\nbus operators trained\nThe safety of its people and customers\nTo better equip our frontline employees\nis the foremost priority for Metro.\nunderstand and de-escalate challenging\nDuring the reporting period, Metro\nbehaviour, the majority of our bus\nhas led a response to anti-social 20\noperators and customer service team\nbehaviour through a number of actions\nmembers completed the How’re You\nincluding working with bus industry\n Source: `annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)`\n- [Page 11]\nFigure 8: Breakdown of Complaints\n1 million\nJourneys Planned Using Online\nTrip Planner\n48% Service reliability\n24% Driving\n20% Customer service\n4% Health and safety\n3% Other\n1% Passenger behaviour\nMETRO ANNUAL REPORT 2019–20 11\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- SUPERANNUATION AND DEFINED BENEFITS (continued)\nReconciliation of the Net Defined Benefit Liability/(Asset)\nAs at 2020 2019\n$'000 $'000\nNet defined benefit liability/(asset) at start of year 24,841 22,509\n(+) Current service cost 278 312\n(+) Past service cost/curtailments - -\n(+) Gain/loss on settlements - -\n(+) Net interest 783 937\n(-) Actuarial return on plan assets less interest income (315) (117)\n(+) Actuarial (gains)/losses arising from changes in demographic assumptions (76) -\n(+) Actuarial (gains)/losses arising from changes in financial assumptions (452) 3,428\n(+) Actuarial (gains)/losses arising from liability experience 189 (1,394)\n(+) Adjustment for effect of asset ceiling - -\n(-) Employer contributions 1,195 1,068\nNet defined benefit liability/(asset) 24,683 24,841\nCurrent net liability 1,112 1,401\nNon-current net liability 23,571 23,440\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- SUPERANNUATION AND DEFINED BENEFITS (continued)\nReconciliation of the Defined Benefit Obligation\nFinancial year ending 2020 2019\n$'000 $'000\nPresent value of defined benefit obligations at beginning of the year 30,439 28,221\n(+) Current service cost 278 312\n(+) Past service cost/curtailments - -\n(+) Gain/loss on settlements - -\n(+) Interest cost 959 1,175\n(+) Contributions by plan participants 100 145\n(+) Actuarial (gains)/losses arising from changes in demographic assumptions (76) -\n(+) Actuarial (gains)/losses arising from changes in financial assumptions (452) 3,428\n(+) Actuarial (gains)/losses arising from liability experience 189 (1,394)\n(-) Benefits paid 1,606 1,447\n(-) Taxes, premiums and expenses paid 1 1\n(+) Transfers in - -\n(-) Contributions to accumulation section - -\n(+) Settlements - -\n(+) Exchange rate changes - -\n Source: `annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf)`\n- [Page 54]\nNotes to the Financial Statements\nD3 SUPERANNUATION AND DEFINED BENEFITS (continued)\nReconciliation of the Net Defined Benefit Liability/(Asset)\nAs at 2021 2020\n$'000 $'000\nNet defined benefit liability/(asset) at start of year 24,683 24,841\n(+) Current service cost 190 278\n(+) Past service cost/curtailments - -\n(+) Gain/loss on settlements - -\n(+) Net interest 760 783\n(-) Actuarial return on plan assets less interest income 768 (315)\n(+) Actuarial (gains)/losses arising from changes in demographic assumptions - (76)\n(+) Actuarial (gains)/losses arising from changes in financial assumptions (161) (452)\n(+) Actuarial (gains)/losses arising from liability experience (960) 189\n(+) Adjustment for effect of asset ceiling - -\n(-) Employer contributions 1,199 1,195\nNet defined benefit liability/(asset) 22,545 24,683\nCurrent net liability 1,477 1,112\n Source: `annual-reports/2020-21.pdf (https://www.metrotas.com.au/wp-content/uploads/2021/10/210210-Metro-AR-2020-21_Final_web.pdf)`\n- [Page 55]\nNotes to the Financial Statements\nD3 SUPERANNUATION AND DEFINED BENEFITS (continued)\nReconciliation of the Defined Benefit Obligation\nFinancial year ending 2021 2020\n$'000 $'000\nPresent value of defined benefit obligations at beginning of the year 29,830 30,439\n(+) Current service cost 190 278\n(+) Past service cost/curtailments - -\n(+) Gain/loss on settlements - -\n(+) Interest cost 916 959\n(+) Contributions by plan participants 68 100\n(+) Actuarial (gains)/losses arising from changes in demographic assumptions - (76)\n(+) Actuarial (gains)/losses arising from changes in financial assumptions (161) (452)\n(+) Actuarial (gains)/losses arising from liability experience (960) 189\n(-) Benefits paid 1,682 1,606\n(-) Taxes, premiums and expenses paid - 1\n(+) Transfers in - -\n(-) Contributions to accumulation section - -\n(+) Settlements - -\n(+) Exchange rate changes - -\n Source: `annual-reports/2020-21.pdf (https://www.metrotas.com.au/wp-content/uploads/2021/10/210210-Metro-AR-2020-21_Final_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- `annual-reports/2019-20.pdf` - annual-reports - https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.metrotas.com.au/wp-content/uploads/2021/10/210210-Metro-AR-2020-21_Final_web.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf\n- `pages/about.html` - pages - https://www.metrotas.com.au/corporate/who-we-are/\n- `pages/annual-reports-index.html` - pages - https://www.metrotas.com.au/about-us/annual-report/\n- `pages/annual-reports-index__00.html` - pages - https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf\n- `pages/annual-reports-index__01.html` - pages - https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf\n- `pages/annual-reports-index__02.html` - pages - https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf\n- `pages/annual-reports-index__03.html` - pages - https://www.metrotas.com.au/corporate/publications/annual-report/annual-report-2021-22/\n- `pages/annual-reports-index__04.html` - pages - https://www.metrotas.com.au/wp-content/uploads/2021/10/210210-Metro-AR-2020-21_Final_web.pdf\n- `pages/annual-reports-index__05.html` - pages - https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.pdf\n- `pages/annual-reports-index__06.html` - pages - https://www.metrotas.com.au/wp-content/uploads/2019/11/Metro-Tasmania-Annual-Report-2018-19-FINAL.pdf\n- `pages/annual-reports-index__07.html` - pages - https://www.metrotas.com.au/wp-content/uploads/2014/10/METRO-ANNUAL-REPORT-2017-18-FINAL.pdf\n- `pages/annual-reports-index__08.html` - pages - https://www.metrotas.com.au/wp-content/uploads/2017/10/Metro-Tasmania-Annual-Report-2016-2017.pdf\n- `pages/annual-reports-index__09.html` - pages - https://www.metrotas.com.au/wp-content/uploads/2016/10/Metro-Annual-Report-2015-2016-FINAL-VERSION-web-copy-200916.pdf\n- `pages/annual-reports-index__10.html` - pages - https://www.metrotas.com.au/wp-content/uploads/2014/10/150384-Metro-Annual-Report-2015_Final_web.pdf\n- `pages/annual-reports-index__11.html` - pages - https://www.metrotas.com.au/wp-content/uploads/2015/01/FINALMetro-Annual-Report-2013-14-w2.pdf\n- `pages/annual-reports-index__12.html` - pages - https://www.metrotas.com.au/wp-content/uploads/2017/10/2013-Metro-Annual-Report_finallr.pdf\n- `pages/contact.html` - pages - https://www.metrotas.com.au/contact-us\n- `pages/homepage.html` - pages - https://www.metrotas.com.au/\n- `pages/media-releases-index.html` - pages - https://www.metrotas.com.au/media/\n- `pages/media-releases-index__14.html` - pages - https://www.metrotas.com.au/media/\n- `pages/media-releases-index__15.html` - pages - https://www.metrotas.com.au/media/metro-tasmania-2024-2025-annual-report/\n- `pages/news-latest.html` - pages - https://www.metrotas.com.au/communication/blog/\n- `pages/publications-index.html` - pages - https://www.metrotas.com.au/corporate/publications-corporate-governance/\n- `other-pdfs/Metro-Half-Year-Report-2025-26.pdf` - other-pdfs - https://www.metrotas.com.au/wp-content/uploads/2026/03/Metro-Half-Year-Report-2025-26.pdf\n- `other-pdfs/Metro-Tasmania-Statement-of-Corporate-Intent-2025-26.pdf` - other-pdfs - https://www.metrotas.com.au/wp-content/uploads/2025/12/Metro-Tasmania-Statement-of-Corporate-Intent-2025-26.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Metro Tasmania - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:45:37.459258+00:00\n**Entity ID**: S-TAS-036\n**Jurisdiction**: Tasmania\n**Portfolio**: Transport\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: 30\n- Unique legislation references found: 22\n\n| Type | Count |\n|---|---:|\n| Act | 19 |\n| Instrument | 1 |\n| Regulation | 2 |\n\n## Legislation References\n\n### Australian Accounting Standards and the Corporations Regulations 2001\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 8\n**Register search**: https://www.legislation.tas.gov.au/search?query=Australian+Accounting+Standards+and+the+Corporations+Regulations+2001\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- and Notes are in accordance with the Corporations\nAct 2001, including:\n(i) giving a true and fair view of the Consolidated Entity’s financial position as at\n30 June 2020 and of its performance for the financial year ended on that date; and\n(ii) complying with Australian Accounting Standards and the Corporations Regulations\n2001.\n(b) there are reasonable grounds to believe that the Consolidated Entity will be able to pay its\ndebts as and when they become due and payable.\n2. The Directors have been given the declaration required by Section 295A of the\nCorporations Act 2001 by the Chie\n Source: `annual-reports/2019-20.pages.jsonl`\n- accompanying financial report of the Group is in accordance the Corporations\nAct 2001, including:\n(a) giving a true and fair view of the Group’s financial position as at 30 June 2020 and of its\nfinancial performance for the year then ended\n(b) complying with Australian Accounting Standards and the Corporations Regulations 2001.\nBasis for Opinion\nI conducted the audit in accordance with Australian Auditing Standards. My responsibilities under\nthose standards are further described in the Auditor’s Responsibilities for the Audit of the Financial\nReport section of my report. I am indep\n Source: `annual-reports/2019-20.pages.jsonl`\n- its performance for the financial year ended on that date; and\n(a) the Consolidated Financial Statements and Notes are in accordance with the Corporations Act\n1. In2 t0h0e1 o, pininciluodni nogf :t he Directors of the Consolidated Entity:\n(ii) complying with Australian Accounting Standards and the Corporations Regulations 2001.\n(a) t(hi)e Congsiovliindga tae dt rFuein aanncdia fla Sir tavtieemw eonft sth aen Cd oNnostoelisd aatreed inE natcitcyo’sr dfainnacnec iwali thp otshieti oCno arpso arat ti3o0n sJ uAncet\n2001, in2c0lu2d1in agn: d of its performance for the financial year end\n Source: `annual-reports/2020-21.pages.jsonl`\n- accompanying financial report of the Group is in accordance the\nCorporations Act 2001, including:\n(a) giving a true and fair view of the Group’s financial position as at 30 June 2021 and of\nits financial performance for the year then ended\n(b) complying with Australian Accounting Standards and the Corporations Regulations\n2001.\nBasis for Opinion\nI conducted the audit in accordance with Australian Auditing Standards. My responsibilities\nunder those standards are further described in the Auditor’s Responsibilities for the Audit of\nthe Financial Report section of my report. I am indep\n Source: `annual-reports/2020-21.pages.jsonl`\n- b\n;\nl e to\n(i) aginvdin g a true and fair view of the Consolidated Entity’s financial position as at\npay its debts as and when they become due and payable.\n30 June 2023 and of its performance for the financial year ended on that date;\n(ii) caonmd plying with Australian Accounting Standards and the Corporations\nRegulations 2001.\n2. T\n(i\nh\ni)\ne Di\nc\nr\no\ne\nm\nct\np\no\nl\nr\ny\ns\nin g\nh av\nw\ne\nit h\nb e\nA\ne\nu\nn\ns t\ng\nra\niv\nli\ne\na\nn\nn\nth\nA\ne\nc co\nd\nu\ne\nn\nc\nt\nl\ni\na\nn\nr\ng\na tio\nS\nn\nta n\nre\nd\nq\nar\nu\nd\nir\ns\ne d\na n\nb\nd\ny S\nth\ne\ne\nc ti\nC\non\no rp\n2\no\n9\nr\n5\na\nA\ntio n\no\ns\nf the\nCorpor\nR\na\ne\nti\ng\no\nu\nn\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Government Business Enterprises Act 1995\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.tas.gov.au/search?query=Government+Business+Enterprises+Act+1995\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `other-pdfs/Metro-Tasmania-Statement-of-Corporate-Intent-2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- ial statements which have been prepared in\naccordance with:\n• Australian Accounting Standards (AASBs), including the Australian equivalents to International Financial Reporting\nStandards (AIFRS) and Interpretations;\n• Treasurer’s Instructions issued under the Government Business Enterprises Act 1995 as amended; and\n• Financial disclosure requirements of the Corporations Act 2001 as amended, where applicable to the operations of\nMetro and its subsidiaries, and other requirements of the law.\nA3 BASIS OF PREPARATION\nT hese Consolidated Financial Statements\n Source: `annual-reports/2019-20.pages.jsonl`\n- ial statements which have been prepared in\naccordance with:\n• Australian Accounting Standards (AASBs), including the Australian equivalents to International Financial Reporting\nStandards (AIFRS) and Interpretations;\n• Treasurer’s Instructions issued under the Government Business Enterprises Act 1995 as amended; and\n• Financial disclosure requirements of the Corporations Act 2001 as amended, where applicable to the operations of\nMetro and its subsidiaries, and other requirements of the law.\nA3 BASIS OF PREPARATION\nT hese Consolidated Financial Statements\n Source: `annual-reports/2020-21.pages.jsonl`\n- ial statements which have been prepared in\naccordance with:\n• Australian Accounting Standards (AASBs), including the Australian equivalents to International Financial Reporting\nStandards (AIFRS) and Interpretations;\n• Treasurer’s Instructions issued under the Government Business Enterprises Act 1995 as amended, where applicable to\nthe operations of Metro and its subsidiary; and\n• Financial disclosure requirements of the Corporations Act 2001 as amended, where applicable to the operations of\nMetro and its subsidiary, and other requirements of the law.\nA3\n Source: `annual-reports/2022-23.pages.jsonl`\n- Ltd on 19 June 2024.\nA2 STATEMENT OF COMPLIANCE\nThe Consolidated Financial Statements are general purpose financial statements which have been prepared in\naccordance with:\n• Australian Accounting Standards (AASBs);\n• Treasurer's Instructions issued under the Government Business Enterprises Act 1995 as amended, where applicable to\nthe operations of Metro and its subsidiary; and\n• Financial disclosure requirements of the Corporations Act 2001 as amended, where applicable to the operations of\nMetro and its subsidiary, and other requirements of the law.\nA3\n Source: `annual-reports/2023-24.pages.jsonl`\n- – 220 Main Road, Moonah, Tasmania.\nA2 STATEMENT OF COMPLIANCE\nThe Financial Statements are general purpose financial statements which have been prepared in accordance with:\n• Australian Accounting Standards (AASBs);\n• Treasurer's Instructions issued under the Government Business Enterprises Act 1995 as amended, where applicable\nto the operations of Metro; and\n• Financial disclosure requirements of the Corporations Act 2001 as amended, where applicable to the operations\nof Metro, and other requirements of the law.\nA3 BASIS OF PREPARATION\nThese Financial S\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Right to Information Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.tas.gov.au/search?query=Right+to+Information+Act+2009\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- for\nand former employees.\nTasmanian Government Businesses –\nDirector and Executive Remuneration.\nTim Gardner Chair\n6 August 2020\n14 METRO ANNUAL REPORT 2019–20\n\n[page 15]\nCORPORATE GOVERNANCE\nCorporate Governance Board of any material personal interest in the Right to Information Act 2009 and the\nany matter relating to the affairs of Metro Public Interest Disclosures Act 2002 are\nFramework\nand make annual declarations regarding set out on page 16.\nany related party transactions. The Board\nMetro has adopted, where relevant, Principle 6 – Respec\n Source: `annual-reports/2019-20.pages.jsonl`\n- nnual declarations regarding strategic issues and developments.\nPrinciples and Recommendations, as any related party transactions. The Board Details about disclosures made under\nexpected by its Shareholding Ministers, has a comprehensive induction program the Right to Information Act 2009 and the\nunder the Tasmanian Government in place for new Directors and is managed Public Interest Disclosures Act 2002 are\nBusinesses Governance Framework Guide by the Chair and the Company Secretary set out on page 16.\nand the Board is committed to ongoing\nas\n Source: `annual-reports/2020-21.pages.jsonl`\n- page 17]\nCorporate Governance\nCorporate Governance\nservice is outlined on page 15. Directors strategic issues and developments.\nFramework are responsible for notifying the Board Details about disclosures made under\nof any material personal interest in any the Right to Information Act 2009 and the\nMetro has adopted, where relevant, matter relating to the affairs of Metro and Public Interest Disclosures Act 2002 are\ngovernance practices that comply with make annual declarations regarding any set out on page 18.\nthe eight ASX Corporate Governance\n Source: `annual-reports/2022-23.pages.jsonl`\n- able and a code of conduct which sets out implications for the State.\nthe expectations of directors and\ndirectly to the Board, through the Chair,\nall employees in complying with the Details about disclosures made under\non all matters to do with the proper the Right to Information Act 2009 and the\nspirit and intent of the code, as well as\nfunctioning of the Board. Public Interest Disclosures Act 2002 are\ncomplying with all applicable legislation.\nThe value of diversity is embedded in set out in the following pages.\nThe Code of Conduct is underp\n Source: `annual-reports/2023-24.pages.jsonl`\n- rganisational policies and practices as well as complying with all applicable implications for the state.\nand Metro’s Code of Conduct. legislation.\nDetails about disclosures made under\nThe Board evaluates its performance The Code of Conduct is underpinned the Right to Information Act 2009 and the\nin accordance with the Tasmanian by other policies and procedures that Public Interest Disclosures Act 2002 are\nBusiness Guidelines – Assessing Board articulate the expectations to act set out in the following pages.\nPerformance. An external independe\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### ASIC Corporations (Rounding in Financial/Directors’ Reports) Instrument 2016\n\n**Type**: Instrument\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.tas.gov.au/search?query=ASIC+Corporations+%28Rounding+in+Financial%2FDirectors%E2%80%99+Reports%29+Instrument+2016\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- een consistently applied, unless otherwise stated.\nA4 FUNCTIONAL AND PRESENTATION CURRENCY\nThese Consolidated Financial Statements are presented in Australian dollars, which is Metro’s functional currency.\nM etro is an entity referred to in ASIC Corporations (Rounding in Financial/Directors’ Reports) Instrument 2016/191, and\nin accordance with that Instrument, all financial information presented in Australian dollars has been rounded to the\nnearest thousand unless otherwise stated.\nA5 JUDGEMENTS AND ASSUMPTIONS\nI n the application of AASBs, Metro is required to make judg\n Source: `annual-reports/2019-20.pages.jsonl`\n- een consistently applied, unless otherwise stated.\nA4 FUNCTIONAL AND PRESENTATION CURRENCY\nThese Consolidated Financial Statements are presented in Australian dollars, which is Metro’s functional currency.\nM etro is an entity referred to in ASIC Corporations (Rounding in Financial/Directors’ Reports) Instrument 2016/191, and\nin accordance with that Instrument, all financial information presented in Australian dollars has been rounded to the\nnearest thousand unless otherwise stated.\nA5 JUDGEMENTS AND ASSUMPTIONS\nI n the application of AASBs, Metro is required to make judg\n Source: `annual-reports/2020-21.pages.jsonl`\n- been consistently applied, unless otherwise stated.\nA4 FUNCTIONAL AND PRESENTATION CURRENCY\nThese Consolidated Financial Statements are presented in Australian dollars, which is Metro’s functional currency.\nMetro is an entity referred to in ASIC Corporations (Rounding in Financial/Directors’ Reports) Instrument 2016/191, and\nin accordance with that Instrument, all financial information presented in Australian dollars has been rounded to the\nnearest thousand unless otherwise stated.\nA5 JUDGEMENTS AND ASSUMPTIONS\nIn the application of AASBs, Metro is required to make judge\n Source: `annual-reports/2022-23.pages.jsonl`\n- been consistently applied, unless otherwise stated.\nA4 FUNCTIONAL AND PRESENTATION CURRENCY\nThese Consolidated Financial Statements are presented in Australian dollars, which is Metro’s functional currency.\nMetro is an entity referred to in ASIC Corporations (Rounding in Financial/Directors’ Reports) Instrument 2016/191, and\nin accordance with that Instrument, all financial information presented in Australian dollars has been rounded to the\nnearest thousand unless otherwise stated.\nA5 JUDGEMENTS AND ASSUMPTIONS\nIn the application of AASBs, Metro is required to make judge\n Source: `annual-reports/2023-24.pages.jsonl`\n- olicies have been consistently applied, unless otherwise stated.\nA4 FUNCTIONAL AND PRESENTATION CURRENCY\nThese Financial Statements are presented in Australian dollars, which is Metro’s functional currency. Metro is an entity\nreferred to in ASIC Corporations (Rounding in Financial/Directors’ Reports) Instrument 2016/191, and in accordance with\nthat Instrument, all financial information presented in Australian dollars has been rounded to the nearest thousand\nunless otherwise stated.\nA5 JUDGEMENTS AND ASSUMPTIONS\nIn the application of AASBs, Metro is required to make judge\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Australian Accounting Standards, and the Corporations Act 2001\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.tas.gov.au/search?query=Australian+Accounting+Standards%2C+and+the+Corporations+Act+2001\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- mplexity and level of judgement required in\nthe calculation.\nResponsibilities of the Directors for the Financial Report\nThe directors of the Company are responsible for the preparation of the financial report that gives\na true and fair view in accordance with Australian Accounting Standards, and the Corporations Act\n2001 and for such internal control as the directors determine is necessary to enable the preparation\nof the financial report that gives a true and fair view and is free from material misstatement,\nwhether due to fraud or error.\nIn preparing the financial report, t\n Source: `annual-reports/2019-20.pages.jsonl`\n- o report that fact. I have nothing to report in this\nregard.\nResponsibilities of the Directors for the Financial Report\nThe directors of the Company are responsible for the preparation of the financial report that\ngives a true and fair view in accordance with Australian Accounting Standards, and the\nCorporations Act 2001 and for such internal control as the directors determine is necessary\n3\n22 METRO ANNUAL REPORT 2020–21\n\n[page 23]\nINDEPENDENT AUDIT REPORT\nto enable the preparation of the financial report that gives a true and fair view and is free\nfrom material misstatement\n Source: `annual-reports/2020-21.pages.jsonl`\n- o report that fact. I have nothing to report in this\nregard.\nResponsibilities of the Directors for the Financial Report\nThe directors of the Company are responsible for the preparation of the financial report that\ngives a true and fair view in accordance with Australian Accounting Standards, and the\nCorporations Act 2001 and for such internal control as the directors determine is necessary\nto enable the preparation of the financial report that gives a true and fair view and is free\nfrom material misstatement, whether due to fraud or error.\nIn preparing the financial report, t\n Source: `annual-reports/2022-23.pages.jsonl`\n- o report that fact. I have nothing to report in this\nregard.\nResponsibilities of the Directors for the Financial Report\nThe directors of the Company are responsible for the preparation of the financial report that\ngives a true and fair view in accordance with Australian Accounting Standards, and the\nCorporations Act 2001 and for such internal control as the directors determine is necessary\nto enable the preparation of the financial report that gives a true and fair view and is free\nfrom material misstatement, whether due to fraud or error.\nIn preparing the financial report, t\n Source: `annual-reports/2023-24.pages.jsonl`\n- o report that fact. I have nothing to report in this\nregard.\nResponsibilities of the Directors for the Financial Report\nThe directors of the Company are responsible for the preparation of the financial report that\ngives a true and fair view in accordance with Australian Accounting Standards, and the\nCorporations Act 2001 and for such internal control as the directors determine is necessary\nto enable the preparation of the financial report that gives a true and fair view and is free\nfrom material misstatement, whether due to fraud or error.\nIn preparing the financial report, t\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Code. The Audit Act 2008\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.tas.gov.au/search?query=Code.+The+Audit+Act+2008\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- dards Board’s APES 110 Code of Ethics for Professional\nAccountants (including Independence Standards) (the Code) that are relevant to my audit of the\nfinancial report in Australia. I have also fulfilled my other ethical responsibilities in accordance with\nthe Code.\nThe Audit Act 2008 further promotes the independence of the Auditor-General. The Auditor-\nGeneral is the auditor of all Tasmanian public sector entities and can only be removed by Parliament.\nThe Auditor-General may conduct an audit in any way considered appropriate and is not\n Source: `annual-reports/2019-20.pages.jsonl`\n- dards Board’s APES 110 Code of\nEthics for Professional Accountants (including Independence Standards) (the Code) that are\nrelevant to my audit of the financial report in Australia. I have also fulfilled my other ethical\nresponsibilities in accordance with the Code.\nThe Audit Act 2008 further promotes the independence of the Auditor-General. The Auditor-\nGeneral is the auditor of all Tasmanian public sector entities and can only be removed by\nParliament. The Auditor-General may conduct an audit in any way considered appropriate\nand is not\n Source: `annual-reports/2020-21.pages.jsonl`\n- dards Board’s APES 110 Code of\nEthics for Professional Accountants (including Independence Standards) (the Code) that are\nrelevant to my audit of the financial report in Australia. I have also fulfilled my other ethical\nresponsibilities in accordance with the Code.\nThe Audit Act 2008 further promotes the independence of the Auditor-General. The Auditor-\nGeneral is the auditor of all Tasmanian public sector entities and can only be removed by\nParliament. The Auditor-General may conduct an audit in any way considered appropriate\nand is not\n Source: `annual-reports/2022-23.pages.jsonl`\n- dards Board’s APES 110 Code of\nEthics for Professional Accountants (including Independence Standards) (the Code) that are\nrelevant to my audit of the financial report in Australia. I have also fulfilled my other ethical\nresponsibilities in accordance with the Code.\nThe Audit Act 2008 further promotes the independence of the Auditor-General. The Auditor-\nGeneral is the auditor of all Tasmanian public sector entities and can only be removed by\nParliament. The Auditor-General may conduct an audit in any way considered appropriate\nand is not\n Source: `annual-reports/2023-24.pages.jsonl`\n- dards Board’s APES 110 Code of\nEthics for Professional Accountants (including Independence Standards) (the Code) that are\nrelevant to my audit of the financial report in Australia. I have also fulfilled my other ethical\nresponsibilities in accordance with the Code.\nThe Audit Act 2008 further promotes the independence of the Auditor-General. The Auditor-\nGeneral is the auditor of all Tasmanian public sector entities and can only be removed by\nParliament. The Auditor-General may conduct an audit in any way considered appropriate\nand is not\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Income Tax Assessment Act 1997\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.tas.gov.au/search?query=Income+Tax+Assessment+Act+1997\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ce with the spirit of\nthe SIS legislation.\nAs an exempt public sector superannuation scheme (as defined in the SIS legislation), the scheme is not subject to any\nminimum funding requirements.\nRBF is a complying superannuation fund within the provisions of the Income Tax Assessment Act 1997 such that the fund’s\ntaxable income is taxed at a concessional rate of 15%. However RBF is also a public sector superannuation scheme which\nmeans that employer contributions may not be subject to the 15% tax (if the Tasmanian Government and RBF elect) up to\nt\n Source: `annual-reports/2019-20.pages.jsonl`\n- ce with the spirit of\nthe SIS legislation.\nAs an exempt public sector superannuation scheme (as defined in the SIS legislation), the scheme is not subject to any\nminimum funding requirements.\nRBF is a complying superannuation fund within the provisions of the Income Tax Assessment Act 1997 such that the fund’s\ntaxable income is taxed at a concessional rate of 15%. However RBF is also a public sector superannuation scheme which\nmeans that employer contributions may not be subject to the 15% tax (if the Tasmanian Government and RBF elect) up to t\n Source: `annual-reports/2020-21.pages.jsonl`\n- he SIS legislation, as far as practicable.\nAs an exempt public sector superannuation scheme (as defined in the SIS legislation), the Scheme is not subject to\nany minimum funding requirements.\nRBF is a complying superannuation fund within the provisions of the Income Tax Assessment Act 1997 such that the\nfund’s taxable income is taxed at a concessional rate of 15%. However RBF is also a public sector superannuation\nscheme which means that employer contributions may not be subject to the 15% tax (if the Tasmanian Government\nand RBF elect) up to t\n Source: `annual-reports/2022-23.pages.jsonl`\n- he SIS legislation, as far as practicable.\nAs an exempt public sector superannuation scheme (as defined in the SIS legislation), the Scheme is not subject to\nany minimum funding requirements.\nRBF is a complying superannuation fund within the provisions of the Income Tax Assessment Act 1997 such that the\nfund’s taxable income is taxed at a concessional rate of 15%. However, RBF is also a public sector superannuation\nscheme which means that employer contributions may not be subject to the 15% tax (if the Tasmanian Government\nand RBF elect) up to\n Source: `annual-reports/2023-24.pages.jsonl`\n- he SIS legislation, as far as practicable.\nAs an exempt public sector superannuation scheme (as defined in the SIS legislation), the Scheme is not subject to any\nminimum funding requirements.\nRBF is a complying superannuation fund within the provisions of the Income Tax Assessment Act 1997 such that the fund’s\ntaxable income is taxed at a concessional rate of 15%. However, RBF is also a public sector superannuation scheme which\nmeans that employer contributions may not be subject to the 15% tax (if the Tasmanian Government and RBF elect) up to\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Public Sector Superannuation Reform Act 2016\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.tas.gov.au/search?query=Public+Sector+Superannuation+Reform+Act+2016\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- rs of the Contributory Scheme receive lump sum benefits on resignation and lump sum or pension benefits on\nretirement, death or invalidity. The Contributory Scheme is closed to new members.\nDescription of the regulatory framework\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector Superannuation Reform\nRegulations 2017.\nAlthough the scheme is not formally subject to the Superannuation Industry (Supervision) (SIS) legislation, the Tasmanian\nGovernment has undertaken (in a Heads of Government Agreement) to operate t\n Source: `annual-reports/2019-20.pages.jsonl`\n- rs of the Contributory Scheme receive lump sum benefits on resignation and lump sum or pension benefits on\nretirement, death or invalidity. The Contributory Scheme is closed to new members.\nDescription of the regulatory framework\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector Superannuation Reform\nRegulations 2017.\nAlthough the scheme is not formally subject to the Superannuation Industry (Supervision) (SIS) legislation, the Tasmanian\nGovernment has undertaken (in a Heads of Government Agreement) to operate t\n Source: `annual-reports/2020-21.pages.jsonl`\n- efits on resignation and lump sum or pension benefits\non retirement, death, invalidity or upon reaching preservation age after resignation. The Contributory Scheme is\nclosed to new members.\nDescription of the regulatory framework\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector\nSuperannuation Reform Regulations 2017.\nAlthough the Scheme is not formally subject to the Superannuation Industry (Supervision) (SIS) legislation,\nthe Tasmanian Government has undertaken (in a Heads of Government Agreement) to operate t\n Source: `annual-reports/2022-23.pages.jsonl`\n- efits on resignation and lump sum or pension benefits\non retirement, death, invalidity or upon reaching preservation age after resignation. The Contributory Scheme is\nclosed to new members.\nDescription of the regulatory framework\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector\nSuperannuation Reform Regulations 2017.\nAlthough the Scheme is not formally subject to the Superannuation Industry (Supervision) (SIS) legislation,\nthe Tasmanian Government has undertaken (in a Heads of Government Agreement) to operate t\n Source: `annual-reports/2023-24.pages.jsonl`\n- efits on resignation and lump sum or pension benefits on\nretirement, death, invalidity or upon reaching preservation age after resignation. The Contributory Scheme is closed to\nnew members.\nDescription of the regulatory framework\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector Superannuation\nReform Regulations 2017.\nAlthough the Scheme is not formally subject to the Superannuation Industry (Supervision) (SIS) legislation, the Tasmanian\nGovernment has undertaken (in a Heads of Government Agreement) to operate t\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Public Sector Superannuation Reform Regulations 2017\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.tas.gov.au/search?query=Public+Sector+Superannuation+Reform+Regulations+2017\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ts on resignation and lump sum or pension benefits on\nretirement, death or invalidity. The Contributory Scheme is closed to new members.\nDescription of the regulatory framework\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector Superannuation Reform\nRegulations 2017.\nAlthough the scheme is not formally subject to the Superannuation Industry (Supervision) (SIS) legislation, the Tasmanian\nGovernment has undertaken (in a Heads of Government Agreement) to operate the scheme in accordance with the spirit of\nthe SIS legislatio\n Source: `annual-reports/2019-20.pages.jsonl`\n- ts on resignation and lump sum or pension benefits on\nretirement, death or invalidity. The Contributory Scheme is closed to new members.\nDescription of the regulatory framework\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector Superannuation Reform\nRegulations 2017.\nAlthough the scheme is not formally subject to the Superannuation Industry (Supervision) (SIS) legislation, the Tasmanian\nGovernment has undertaken (in a Heads of Government Agreement) to operate the scheme in accordance with the spirit of\nthe SIS legislatio\n Source: `annual-reports/2020-21.pages.jsonl`\n- on retirement, death, invalidity or upon reaching preservation age after resignation. The Contributory Scheme is\nclosed to new members.\nDescription of the regulatory framework\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector\nSuperannuation Reform Regulations 2017.\nAlthough the Scheme is not formally subject to the Superannuation Industry (Supervision) (SIS) legislation,\nthe Tasmanian Government has undertaken (in a Heads of Government Agreement) to operate the Scheme in\naccordance with the spirit of the SIS legislatio\n Source: `annual-reports/2022-23.pages.jsonl`\n- on retirement, death, invalidity or upon reaching preservation age after resignation. The Contributory Scheme is\nclosed to new members.\nDescription of the regulatory framework\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector\nSuperannuation Reform Regulations 2017.\nAlthough the Scheme is not formally subject to the Superannuation Industry (Supervision) (SIS) legislation,\nthe Tasmanian Government has undertaken (in a Heads of Government Agreement) to operate the Scheme in\naccordance with the spirit of the SIS legislatio\n Source: `annual-reports/2023-24.pages.jsonl`\n- on\nretirement, death, invalidity or upon reaching preservation age after resignation. The Contributory Scheme is closed to\nnew members.\nDescription of the regulatory framework\nThe Scheme operates under the Public Sector Superannuation Reform Act 2016 and the Public Sector Superannuation\nReform Regulations 2017.\nAlthough the Scheme is not formally subject to the Superannuation Industry (Supervision) (SIS) legislation, the Tasmanian\nGovernment has undertaken (in a Heads of Government Agreement) to operate the Scheme in accordance with the spirit\nof the SIS legislatio\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Government The Metro Tasmania Act 1997\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Government+The+Metro+Tasmania+Act+1997\n\n**Sources**:\n- `other-pdfs/Metro-Tasmania-Statement-of-Corporate-Intent-2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- ancements to the scheduling of buses and rostering to\ndeliver further operational efficiencies.\n5\n\n[page 6]\nStatement of Corporate Intent\nThis Statement of Corporate Intent sets out the key financial and non-financial targets for 2025-26.\nFinancial returns to Government\nThe Metro Tasmania Act 1997 and the Government Business Enterprises Act 1995 provide for the payment to the consolidated fund of dividends, income tax\nequivalents in respect of each financial year, and guarantee fees.\nMetro’s Articles of Association provides for the payment of dividends\n Source: `other-pdfs/Metro-Tasmania-Statement-of-Corporate-Intent-2025-26.pages.jsonl`\n\n### Metro Public Interest Disclosures Act 2002\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Metro+Public+Interest+Disclosures+Act+2002\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n\n**Evidence contexts**:\n- cutive Remuneration.\nTim Gardner Chair\n6 August 2020\n14 METRO ANNUAL REPORT 2019–20\n\n[page 15]\nCORPORATE GOVERNANCE\nCorporate Governance Board of any material personal interest in the Right to Information Act 2009 and the\nany matter relating to the affairs of Metro Public Interest Disclosures Act 2002 are\nFramework\nand make annual declarations regarding set out on page 16.\nany related party transactions. The Board\nMetro has adopted, where relevant, Principle 6 – Respect the rights of\nhas a comprehensive induction program\ngovernance practices that comply wi\n Source: `annual-reports/2019-20.pages.jsonl`\n\n### Metro and Public Interest Disclosures Act 2002\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Metro+and+Public+Interest+Disclosures+Act+2002\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- es and developments.\nFramework are responsible for notifying the Board Details about disclosures made under\nof any material personal interest in any the Right to Information Act 2009 and the\nMetro has adopted, where relevant, matter relating to the affairs of Metro and Public Interest Disclosures Act 2002 are\ngovernance practices that comply with make annual declarations regarding any set out on page 18.\nthe eight ASX Corporate Governance related party transactions. The Board has\nPrinciples and Recommendations, as a comprehensive induction program in Principle\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Metro of the Corporations Act 2001\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Metro+of+the+Corporations+Act+2001\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n\n**Evidence contexts**:\n- emuneration for other Metro Executives Signed in accordance with a resolution\nPublic Sector Superannuation Reform\nis set with reference to the Chief of Directors made pursuant to s298 (2)\nRegulations 2017, which is subject to\nExecutive Officer’s remuneration. Metro of the Corporations Act 2001.\nactuarial valuations and covers current\nhas complied with the Guidelines for\nand former employees.\nTasmanian Government Businesses –\nDirector and Executive Remuneration.\nTim Gardner Chair\n6 August 2020\n14 METRO ANNUAL REPORT 2019–20\n\n[page 15]\nCORPORATE GOVE\n Source: `annual-reports/2019-20.pages.jsonl`\n\n### Public Interest Disclosures Act 2002\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Public+Interest+Disclosures+Act+2002\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- party transactions. The Board Details about disclosures made under\nexpected by its Shareholding Ministers, has a comprehensive induction program the Right to Information Act 2009 and the\nunder the Tasmanian Government in place for new Directors and is managed Public Interest Disclosures Act 2002 are\nBusinesses Governance Framework Guide by the Chair and the Company Secretary set out on page 16.\nand the Board is committed to ongoing\nas follows:\nprofessional development for Directors. Principle 6 – Respect the rights of\nPrinciple 1 – Lay solid foundati\n Source: `annual-reports/2020-21.pages.jsonl`\n- Metro’s Code of Conduct. legislation.\nDetails about disclosures made under\nThe Board evaluates its performance The Code of Conduct is underpinned the Right to Information Act 2009 and the\nin accordance with the Tasmanian by other policies and procedures that Public Interest Disclosures Act 2002 are\nBusiness Guidelines – Assessing Board articulate the expectations to act set out in the following pages.\nPerformance. An external independent ethically and responsibly, as well as\nreview is conducted every three years, comply with legislative and regulato\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Superannuation Guarantee (Administration) Act 1992\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Superannuation+Guarantee+%28Administration%29+Act+1992\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- … … … … … . .D.…ir…ec…to…r …………………………..\nT im Gardner Yvonne Rundle\nC 5 hAauigr u s t 2 0 2 1 Director\n5 August 2021\n5 August 2021 SUPERANNUATION DECLARATION\nI, Katie Cooper, hereby certify that Metro has met its obligations under the Superannuation\nGuarantee (Administration) Act 1992 in respect of those employees who are members of a\ncomplying superannuation scheme to which Metro contributes.\n……………….……………….\nKatie Cooper\nChief Executive Officer\n5 August 2021\nMETRO ANNUAL REPORT 2020–21 19\n\n[page 20]\nINDEPENDENT AUDIT REPORT\nIndependent Aud\n Source: `annual-reports/2020-21.pages.jsonl`\n- …………………………………..\nYAvcotinnnge C Rhuanidr le GDirreegc Wtora l lace\n7A cAtuinggu sCt h2a0i2r 3 Director\n7 August 2023\nSUPERANNUATION DECLARATION\n7 August 2023\nI, Katie Cooper, hereby certify that Metro has met its obligations under the Superannuation\nGuarantee (Administration) Act 1992 in respect of those employees who are members of a\ncomplying superannuation scheme to which Metro contributes.\n……………….……………….\nKatie Cooper\nChief Executive Officer\nAugust 2023\nMetro Tasmania Pty Ltd | Annual Report 2022–23 21\n\n[page 22]\nIndependent Audit Repor\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Board. Public Interest Disclosures Act 2002\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Board.+Public+Interest+Disclosures+Act+2002\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- and\ndirectly to the Board, through the Chair,\nall employees in complying with the Details about disclosures made under\non all matters to do with the proper the Right to Information Act 2009 and the\nspirit and intent of the code, as well as\nfunctioning of the Board. Public Interest Disclosures Act 2002 are\ncomplying with all applicable legislation.\nThe value of diversity is embedded in set out in the following pages.\nThe Code of Conduct is underpinned\norganisational policies and practices\nby other policies and procedures that Principle 6 – Respect the right\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Director Guarantee (Administration) Act 1992\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Director+Guarantee+%28Administration%29+Act+1992\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- N\nN\n…\n…\n…\n…\n…\n…\n…\n…\n…\n…\n…\n…\n…\n…\n…\n…\n…\n…\n.\n.\n.\n.\nA\n6I\nn\n,A\nt\nL\nh\nua\no\ngu\nn\nuri\ny\nse t H\nB\n2a\nr\n0\na\nn2\nx\ns5e\nto\nn\nn\n,\n-\nh\nS\ne\nm\nreb\nit\ny\nh\nce rtify that Metro h as m et its oblig\nT\na\ni\nt\nm\nion\nB\ns\no\nu\no\nn\nk\nd\ne\ner\nr\nthe Superannuation\nC hair Director\nGuarantee (Administration) Act 1992 in respect of those employees who are members of a\nC I ch , o L am a irp u l r y ie in H g a s n u s p e e n ra , n h n e u re a b t S i y o U n c e s P r c tiE h fy e R m thA e a t N t o M N w et h Uro ic A h h aT M sI e Om tr e o Nt c i o tDs n oE tr b i C\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Information Protection Act 2004\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Information+Protection+Act+2004\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- inancial year are set out\napplications for assessed disclosure. Three below:\nwere treated as active disclosures.\nPayment of accounts\nPersonal Information Protection Act\nCreditor days 30\nMetro is subject to the Personal\nNumber of accounts due for payment 8,017\nInformation Protection Act 2004 (PIP Act)\nand has implemented a Privacy Policy, Number of accounts paid on time 6,685\nwhich is available on Metro’s website. Amounts due for payment $50,419,256\nDuring the year, Metro did not receive any Amounts paid on time $46,649,508\nenquiries or complaint\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Interest Disclosures Act 2002\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Interest+Disclosures+Act+2002\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- 2024 $124,108\nLegislative compliance\nSolutions Pty Ltd to 30 April 2024\n3P & Associates TAS 18 September 2023 $52,850\nPublic interest disclosures Marketing\nPty Ltd to 31 May 2024\nMetro complies with the Public Datca Pty Ltd TAS Marketing 1 April 2024 $51,700\nInterest Disclosures Act 2002 and to 30 June 2024\nhas implemented procedures for the Johnston Winter SA Legal 14 March 2024 $50,173\nreporting, receiving and handling of & Slatery to 29 May 2024\ndisclosures of improper conduct or\nEdge Legal TAS Legal 1 July 2023 $66,485\ndetrimental action\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Personal Information Protection Act 2004\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Personal+Information+Protection+Act+2004\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ions for assessed disclosure. Accounts, details of accounts paid by Metro during the financial year are set out below:\nPersonal Information Payment of accounts\nProtection Act Creditor days 24.49\nNumber of accounts due for payment 8,395\nMetro is subject to the Personal\nInformation Protection Act 2004 (PIP Act) Number of accounts paid on time 7,567\nand has implemented a Privacy Policy, Amounts due for payment $52,591,486\nwhich is available on Metro’s website.\nAmounts paid on time $50,284,059\nDuring the year, Metro did not receive\nNumber of payments for int\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Public Interest and Advisory Disclosures Act 2002\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Public+Interest+and+Advisory+Disclosures+Act+2002\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- ia July 2020 to June 2021 $118,400\nFramework for Government Boards. Consultancy\nPublic Interest Edge Legal Tasmania Legal July 2020 to June 2021 $106,166\nDisclosures WLF\nAccounting Tasmania Internal Audit July 2020 to June 2021 $52,677\nMetro complies with the Public Interest and Advisory\nDisclosures Act 2002 (the Act). In\nTotal $277,243\naccordance with section 86 of the Act\nMetro advises the following: There were 9 consultants engaged for $50,000 or less totalling $238,409\na) Metro’s procedures are available on Total Payments to Consultants $515,652\nour website m\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Superannuation Reform Act 2016\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.tas.gov.au/search?query=Superannuation+Reform+Act+2016\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n\n**Evidence contexts**:\n- e been\nthe Government Business Executive\nThe company also has a defined benefit rounded off to the nearest thousand\nRemuneration Panel and reflects the\nscheme, under the Public Sector dollars, unless otherwise indicated.\nprinciples outlined in the guidelines.\nSuperannuation Reform Act 2016 and the\nRemuneration for other Metro Executives Signed in accordance with a resolution\nPublic Sector Superannuation Reform\nis set with reference to the Chief of Directors made pursuant to s298 (2)\nRegulations 2017, which is subject to\nExecutive Officer’s remu\n Source: `annual-reports/2019-20.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/annual-reports-index.html` (page)\n- `pages/annual-reports-index__00.html` (page)\n- `pages/annual-reports-index__01.html` (page)\n- `pages/annual-reports-index__02.html` (page)\n- `pages/annual-reports-index__03.html` (page)\n- `pages/annual-reports-index__04.html` (page)\n- `pages/annual-reports-index__05.html` (page)\n- `pages/annual-reports-index__06.html` (page)\n- `pages/annual-reports-index__07.html` (page)\n- `pages/annual-reports-index__08.html` (page)\n- `pages/annual-reports-index__09.html` (page)\n- `pages/annual-reports-index__10.html` (page)\n- `pages/annual-reports-index__11.html` (page)\n- `pages/annual-reports-index__12.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/media-releases-index.html` (page)\n- `pages/media-releases-index__14.html` (page)\n- `pages/media-releases-index__15.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/publications-index.html` (page)\n- `annual-reports/2019-20.pages.jsonl` (pdf_pages)\n- `annual-reports/2020-21.pages.jsonl` (pdf_pages)\n- `annual-reports/2022-23.pages.jsonl` (pdf_pages)\n- `annual-reports/2023-24.pages.jsonl` (pdf_pages)\n- `annual-reports/2024-25.pages.jsonl` (pdf_pages)\n- `other-pdfs/FINAL-SIGNED-Members-Statement-of-Expectations-Metro-Tasmania.pages.jsonl` (pdf_pages)\n- `other-pdfs/Metro-Half-Year-Report-2025-26.pages.jsonl` (pdf_pages)\n- `other-pdfs/Metro-Tasmania-Statement-of-Corporate-Intent-2025-26.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "To make the journey better for all Tasmanians. [AR p.3]", "vision_source_page": 3, "purposes": "Delivering safe, reliable and customer-friendly public transport services. [AR p.4]", "purposes_source_page": 4, "how_we_deliver": "Through a contract administered by the Department of State Growth (DSG) in accordance with revised terms finalized in June 2022. [AR p.3]", "how_we_deliver_source_page": 3, "government_priorities": [ { "text": "Achieving financial sustainability", "source_page": 5 }, { "text": "Pursuing operational reliability and excellence", "source_page": 5 }, { "text": "Customer satisfaction", "source_page": 5 } ], "outcomes": [ { "name": "Outcome 1: Safe, reliable and efficient public transport", "description": "Delivering safe, reliable and efficient public transport services across Hobart, Launceston and Burnie.", "key_activities": [ "Real-time tracking for general access services", "Trialling zero emission buses", "Statewide rollout of real-time tracking" ], "source_page": 5 }, { "name": "Outcome 2: Employee safety and wellbeing", "description": "Ensuring the safety and wellbeing of our employees through protective measures and training.", "key_activities": [ "Installation of driver security screens", "Upgraded CCTV systems", "De-escalation training for staff" ], "source_page": 12 } ], "values": [ "Safety", "Customer care", "Innovation", "Integrity", "Collaboration" ], "values_framework_name": "Metro Tasmania Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Total cost per service kilometre", "target": "6.62", "source_page": 21 }, { "code": "CCE02", "measure": "% trips delivered within Metro's reasonable control", "target": "99.75", "source_page": 21 }, { "code": "CCE03", "measure": "% trips delivered on time within Metro's reasonable control", "target": "90", "source_page": 21 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Total cost per service kilometre", "result": "6.87", "status": "Not achieved", "source_page": 21 }, { "code": "CCE02", "measure": "% trips delivered within Metro's reasonable control", "result": "94.08", "status": "Substantially achieved", "source_page": 21 }, { "code": "CCE03", "measure": "% trips delivered on time within Metro's reasonable control", "result": "82", "status": "Substantially achieved", "source_page": 21 } ], "_source_urls": { "annual_report_url": "https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-TAS-036", "entity_name": "Metro Tasmania", "folder_name": "Metro-Tasmania", "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": "[Page 19]\nKey performance targets\nFinancial targets 2022–23 target 2022–23 actual Status\nProfit/(loss) before tax ($'000) (2,168) (2,040)\nFares revenue ($'000) 11,219 11,560\nTotal cost per service kilometre ($) 7.44 7.94\nNon-financial targets 2022–23 target 2022–23 actual Status\nNetwork effectiveness\nPatronage ('000 first boardings) 6,943.9 6,987.6\nFirst boardings per service kilometre 0.76 0.76\n% of boardings made with a Greencard 90% 88%\nOperator efficiency\n% of scheduled services delivered 99.75% 98.62%\n% of services delivered on time 90% 86%\n% of kilometres that are out of service 20% 20%\n% of paid hours that are undertime 2% 1%\nService quality\nComplaints per 100,000 service kilometres 13.0 17.1\n% customer satisfied with Metro 80 63\nSafety\nAt fault collisions/100,000 km 2.6 4.7\nReduction in average hours lost per workers compensation claim# 16.3 60.2", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.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": "S-TAS-036", "entity_name": "Metro Tasmania", "folder_name": "Metro-Tasmania", "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": "[Page 19]\nKey performance targets\nFinancial targets 2022–23 target 2022–23 actual Status\nProfit/(loss) before tax ($'000) (2,168) (2,040)\nFares revenue ($'000) 11,219 11,560\nTotal cost per service kilometre ($) 7.44 7.94\nNon-financial targets 2022–23 target 2022–23 actual Status\nNetwork effectiveness\nPatronage ('000 first boardings) 6,943.9 6,987.6\nFirst boardings per service kilometre 0.76 0.76\n% of boardings made with a Greencard 90% 88%\nOperator efficiency\n% of scheduled services delivered 99.75% 98.62%\n% of services delivered on time 90% 86%\n% of kilometres that are out of service 20% 20%\n% of paid hours that are undertime 2% 1%\nService quality\nComplaints per 100,000 service kilometres 13.0 17.1\n% customer satisfied with Metro 80 63\nSafety\nAt fault collisions/100,000 km 2.6 4.7\nReduction in average hours lost per workers compensation claim# 16.3 60.2", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2022-23.pdf (https://www.metrotas.com.au/wp-content/uploads/2023/10/Metro-AR-2022-23.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-036", "entity_name": "Metro Tasmania", "folder_name": "Metro-Tasmania", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 17]\nKey Performance Targets\nFinancial targets 2019–20 target 2019–20 actual Status\nOperating profit/(loss) before tax ($’000) (2,854) (5,066)\nFares revenue ($’000) 14307 10,227\nTotal cost per service kilometre ($) 6.49 6.33\n% reduction in corporate overheads 0.5 0\nNon-financial targets 2019–20 target 2019–20 actual Status\nNetwork effectiveness\nPatronage (‘000 first boardings) 8,601 7,344\nFirst boardings per service kilometre 0.94 0.80\n% of boardings made with a Greencard 84 85*\nOperator efficiency\n% of trips delivered 99 100\n% of trips delivered on time 90 89\n% of general access services delivered by DDA compliant buses 86 87\n% of kilometres that are out of service (dead running) 17 19\n% of rostered hours that are bus hours (under time hours) 2.5 2.1\nService quality\n% overall passenger satisfaction (from Customer Satisfaction Survey) 79 N/A**", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.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": "S-TAS-036", "entity_name": "Metro Tasmania", "folder_name": "Metro-Tasmania", "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": "[Page 17]\nKey Performance Targets\nFinancial targets 2019–20 target 2019–20 actual Status\nOperating profit/(loss) before tax ($’000) (2,854) (5,066)\nFares revenue ($’000) 14307 10,227\nTotal cost per service kilometre ($) 6.49 6.33\n% reduction in corporate overheads 0.5 0\nNon-financial targets 2019–20 target 2019–20 actual Status\nNetwork effectiveness\nPatronage (‘000 first boardings) 8,601 7,344\nFirst boardings per service kilometre 0.94 0.80\n% of boardings made with a Greencard 84 85*\nOperator efficiency\n% of trips delivered 99 100\n% of trips delivered on time 90 89\n% of general access services delivered by DDA compliant buses 86 87\n% of kilometres that are out of service (dead running) 17 19\n% of rostered hours that are bus hours (under time hours) 2.5 2.1\nService quality\n% overall passenger satisfaction (from Customer Satisfaction Survey) 79 N/A**", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.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": "S-TAS-036", "entity_name": "Metro Tasmania", "folder_name": "Metro-Tasmania", "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": "28 November 2019 – 27 November 2022\nAudit and Risk Committee\nMs Yvonne Rundle Director Held (1) Attended\nMs Rundle was appointed in December Tim Gardner (2) 5 4\n2019 and is a member of Metro’s Audit Nick Burrows 2 2\nand Risk Committee.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.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": "S-TAS-036", "entity_name": "Metro Tasmania", "folder_name": "Metro-Tasmania", "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": "28 November 2019 – 27 November 2022\nAudit and Risk Committee\nMs Yvonne Rundle Director Held (1) Attended\nMs Rundle was appointed in December Tim Gardner (2) 5 4\n2019 and is a member of Metro’s Audit Nick Burrows 2 2\nand Risk Committee.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2019-20.pdf (https://www.metrotas.com.au/wp-content/uploads/2020/10/Metro-Tasmanian-Annual-Report-2019-20-Low-Resolution.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": "S-TAS-036", "entity_name": "Metro Tasmania", "folder_name": "Metro-Tasmania", "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": "Year to Date Annual\nActual Budget Variance Forecast Budget Variance\nFares\n5,736 5,521 215 4% 11,680 10,992 688 6%\nContract Revenue\n28,549 29,235 (686) (2%) 57,162 58,640 (1,478) (3%)\nGrants\n5,322 3,585 1,737 48% 10,039 8,239 1,800 22%\nOther Revenue\n931 1,115 (184) (17%) 1,752 2,095 (343) (16%)\n40,538 39,456 1,082 3% 80,644 79,966 667 1%\nTotal expenses for the first half of the year were higher than budget due to increased project costs to fund\ncri(cid:415)cal business transforma(cid:415)on projects, including HASTUS network and planning system, the roll out of new\nsafety cri(cid:415)cal CCTV and Advanced Driver Assistance Systems and other business projects aimed to make the\nopera(cid:415)on of Metro more modern and cost effec(cid:415)ve.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/Metro-Half-Year-Report-2025-26.pdf (https://www.metrotas.com.au/wp-content/uploads/2026/03/Metro-Half-Year-Report-2025-26.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": "S-TAS-036", "entity_name": "Metro Tasmania", "folder_name": "Metro-Tasmania", "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": "Year to Date Annual\nActual Budget Variance Forecast Budget Variance\nFares\n5,736 5,521 215 4% 11,680 10,992 688 6%\nContract Revenue\n28,549 29,235 (686) (2%) 57,162 58,640 (1,478) (3%)\nGrants\n5,322 3,585 1,737 48% 10,039 8,239 1,800 22%\nOther Revenue\n931 1,115 (184) (17%) 1,752 2,095 (343) (16%)\n40,538 39,456 1,082 3% 80,644 79,966 667 1%\nTotal expenses for the first half of the year were higher than budget due to increased project costs to fund\ncri(cid:415)cal business transforma(cid:415)on projects, including HASTUS network and planning system, the roll out of new\nsafety cri(cid:415)cal CCTV and Advanced Driver Assistance Systems and other business projects aimed to make the\nopera(cid:415)on of Metro more modern and cost effec(cid:415)ve.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "other-pdfs/Metro-Half-Year-Report-2025-26.pdf (https://www.metrotas.com.au/wp-content/uploads/2026/03/Metro-Half-Year-Report-2025-26.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": "S-TAS-036", "entity_name": "Metro Tasmania", "folder_name": "Metro-Tasmania", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[Page 8]\nOur Customers and Community\nOur strategic priorities\nKeeping our people\nand customers safe\nRecruiting and 17,018 254\nretaining our team\naverage monthly visits compliments\nEnsuring financial\nto the Metro Shops received statewide\nsustainability\nTotal visits 10% from 2022–23\nModernising core\nCompliments and complaints\nsystems\nMetro welcomes feedback from our customers.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-036", "entity_name": "Metro Tasmania", "folder_name": "Metro-Tasmania", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[Page 8]\nOur Customers and Community\nOur strategic priorities\nKeeping our people\nand customers safe\nRecruiting and 17,018 254\nretaining our team\naverage monthly visits compliments\nEnsuring financial\nto the Metro Shops received statewide\nsustainability\nTotal visits 10% from 2022–23\nModernising core\nCompliments and complaints\nsystems\nMetro welcomes feedback from our customers.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2023-24.pdf (https://www.metrotas.com.au/wp-content/uploads/2024/10/Metro-AR-2023-24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-036", "entity_name": "Metro Tasmania", "folder_name": "Metro-Tasmania", "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": "[pages 8,9,10,11]\n5 with our survey\nrelevant frontline staff to acknowledge\ncompleted in July 2025.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2024-25.pdf (https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.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": "S-TAS-036", "entity_name": "Metro Tasmania", "folder_name": "Metro-Tasmania", "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": "[pages 8,9,10,11]\n5 with our survey\nrelevant frontline staff to acknowledge\ncompleted in July 2025.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2024-25.pdf (https://www.metrotas.com.au/wp-content/uploads/2025/10/Metro-Tasmania-Annual-Report-2024-2025.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": 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