{ "entity_id": "O-000809", "folder": "NBN-Co-Limited", "name": "NBN Co Limited", "type": "Commonwealth Company", "jurisdiction": "Commonwealth", "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts", "website": "http://www.nbnco.com.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 7, "n_artifacts": 11, "n_kpi_targets": 1, "n_kpi_results": 1, "n_outcomes": 6, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To elevate Australia by connecting people and powering progress [CP p.20]", "official_site_url": "http://www.nbnco.com.au/", "source_documents": [ { "type": "annual_report", "title": "Download (PDF 14 MB)", "url": "http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf", "period": "2025", "confidence": "high" }, { "type": "annual_report", "title": "Download (PDF 12 MB)", "url": "http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf", "period": "2024", "confidence": "high" }, { "type": "annual_report", "title": "Download (PDF 9 MB)", "url": "http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf", "period": "2023", "confidence": "high" }, { "type": "annual_report", "title": "Download (PDF 9 MB)", "url": "http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf", "period": "2022", "confidence": "high" }, { "type": "annual_report", "title": "Download (PDF 8 MB)", "url": "http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf", "period": "2021", "confidence": "high" }, { "type": "strategie", "title": "Download (PDF 93 KB)", "url": "http://www.nbnco.com.au/content/dam/nbn/documents/sell/products/roadmap/nbn-integrated-roadmap-July%202025.pdf.coredownload.pdf", "period": "2020", "confidence": "medium" } ], "purpose": { "text": "To elevate Australia by connecting people and powering progress [CP p.20]", "source_url": "", "source_page": 20, "source_deep_url": "" }, "vision": null, "strategic_priorities": [ { "title": "Support the nation’s increasing data demands", "description": "Support the nation’s increasing data demands", "source_url": "", "source_page": 20, "source_deep_url": "" }, { "title": "Enabling greater flexibility to work-from-home", "description": "Enabling greater flexibility to work-from-home", "source_url": "", "source_page": 20, "source_deep_url": "" }, { "title": "Facilitating better health outcomes through telehealth services", "description": "Facilitating better health outcomes through telehealth services", "source_url": "", "source_page": 20, "source_deep_url": "" }, { "title": "Enabling greater access to education through remote learning", "description": "Enabling greater access to education through remote learning", "source_url": "", "source_page": 20, "source_deep_url": "" }, { "title": "Supporting more resilient businesses through digital capability", "description": "Supporting more resilient businesses through digital capability", "source_url": "", "source_page": 20, "source_deep_url": "" }, { "title": "Expanding regional connectivity and economic opportunities", "description": "Expanding regional connectivity and economic opportunities", "source_url": "", "source_page": 20, "source_deep_url": "" }, { "title": "Increasing social and community connectivity", "description": "Increasing social and community connectivity", "source_url": "", "source_page": 20, "source_deep_url": "" }, { "title": "Enhancing environmental sustainability", "description": "Enhancing environmental sustainability", "source_url": "", "source_page": 20, "source_deep_url": "" }, { "title": "Improving digital inclusion in communities across the nation", "description": "Improving digital inclusion in communities across the nation", "source_url": "", "source_page": 20, "source_deep_url": "" } ], "values": [ { "name": "Customer First", "description": "", "source_url": "", "source_page": null }, { "name": "Simple and Digitised", "description": "", "source_url": "", "source_page": null }, { "name": "Sustainable Commercial Enterprise", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Upgrade and expand the network", "description": "Number of premises ready to connect (RTC) to the nbn® network, availability of nbn® Home Ultrafast speed tier plans, regional network capability, higher numbers of active premises and utilisation of higher speed products increasing productivity and economic growth for the nation", "activities": [ "Upgrade and expand the nbn® network", "Deliver fibre connect upgrades" ], "source_url": "", "source_page": 19, "source_deep_url": "" }, { "name": "Support greater use of the network", "description": "Homes and businesses connected to the nbn® network support innovation and efficiency, facilitating the launch of new businesses", "activities": [ "Connect households and businesses to the nbn® network", "Promote higher speed tier products" ], "source_url": "", "source_page": 19, "source_deep_url": "" }, { "name": "Enhance RSP and customer experience", "description": "Overall customer satisfaction levels, percentage of faults resolved within agreed timeframes, frequency of service assurance faults", "activities": [ "Improve customer satisfaction", "Resolve faults within agreed timeframes" ], "source_url": "", "source_page": 19, "source_deep_url": "" }, { "name": "A safe, inclusive and engaged workforce", "description": "Maintaining a respectful, safe, inclusive and diverse workplace and empowering employees, percentage of females in management positions", "activities": [ "Promote workplace safety and diversity", "Increase female representation in management" ], "source_url": "", "source_page": 19, "source_deep_url": "" }, { "name": "Protected environment", "description": "Scope 1, Scope 2 and Scope 3 emissions, percentage of renewable energy purchases, waste diversion rate, delivery of NBN Co’s Science Based Targets for emissions reduction", "activities": [ "Reduce emissions", "Increase renewable energy usage" ], "source_url": "", "source_page": 19, "source_deep_url": "" }, { "name": "Deliver commercial value", "description": "Improved digital connectivity can increase take up of digital technologies that can support economic growth, EBITDA performance via operational efficiencies, fibre upgrades support greater network resilience to the physical impacts of climate-related events", "activities": [ "Drive economic growth through digital connectivity", "Improve operational efficiencies" ], "source_url": "", "source_page": 19, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Net Zero greenhouse gas emissions", "target": "FY45", "latest_result": "On track to FY45", "status": "Achieved", "target_source_url": "", "target_source_page": 14, "result_source_url": "http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf", "result_source_page": 14 } ], "document_alignment_terms": { "must_support": [ "To elevate Australia by connecting people and powering progress [CP p.20]", "Support the nation’s increasing data demands", "Enabling greater flexibility to work-from-home", "Facilitating better health outcomes through telehealth services", "Enabling greater access to education through remote learning", "Supporting more resilient businesses through digital capability", "Expanding regional connectivity and economic opportunities", "Increasing social and community connectivity", "Enhancing environmental sustainability" ], "watch_terms": [ "Net Zero greenhouse gas emissions" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# NBN Co Limited — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf)\n\n## Our purpose / purposes\n\n> To elevate Australia by connecting people and powering progress [CP p.20] [CP p.20]\n\n## How we deliver\n\n> NBN Co operates on a commercial basis and drives a culture of efficiency and innovation whilst ensuring the highest standards of transparency, governance, and accountability are maintained [AR p.8](http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf#page=8) [CP p.8]\n\n## Government priorities for this department\n\n- Support the nation’s increasing data demands [CP p.20]\n- Enabling greater flexibility to work-from-home [CP p.20]\n- Facilitating better health outcomes through telehealth services [CP p.20]\n- Enabling greater access to education through remote learning [CP p.20]\n- Supporting more resilient businesses through digital capability [CP p.20]\n- Expanding regional connectivity and economic opportunities [CP p.20]\n- Increasing social and community connectivity [CP p.20]\n- Enhancing environmental sustainability [CP p.20]\n- Improving digital inclusion in communities across the nation [CP p.20]\n\n## Outcomes\n\n### Upgrade and expand the network\nNumber of premises ready to connect (RTC) to the nbn® network, availability of nbn® Home Ultrafast speed tier plans, regional network capability, higher numbers of active premises and utilisation of higher speed products increasing productivity and economic growth for the nation [CP p.19]\n\n**Key activities:**\n- Upgrade and expand the nbn® network\n- Deliver fibre connect upgrades\n\n### Support greater use of the network\nHomes and businesses connected to the nbn® network support innovation and efficiency, facilitating the launch of new businesses [CP p.19]\n\n**Key activities:**\n- Connect households and businesses to the nbn® network\n- Promote higher speed tier products\n\n### Enhance RSP and customer experience\nOverall customer satisfaction levels, percentage of faults resolved within agreed timeframes, frequency of service assurance faults [CP p.19]\n\n**Key activities:**\n- Improve customer satisfaction\n- Resolve faults within agreed timeframes\n\n### A safe, inclusive and engaged workforce\nMaintaining a respectful, safe, inclusive and diverse workplace and empowering employees, percentage of females in management positions [CP p.19]\n\n**Key activities:**\n- Promote workplace safety and diversity\n- Increase female representation in management\n\n### Protected environment\nScope 1, Scope 2 and Scope 3 emissions, percentage of renewable energy purchases, waste diversion rate, delivery of NBN Co’s Science Based Targets for emissions reduction [CP p.19]\n\n**Key activities:**\n- Reduce emissions\n- Increase renewable energy usage\n\n### Deliver commercial value\nImproved digital connectivity can increase take up of digital technologies that can support economic growth, EBITDA performance via operational efficiencies, fibre upgrades support greater network resilience to the physical impacts of climate-related events [CP p.19]\n\n**Key activities:**\n- Drive economic growth through digital connectivity\n- Improve operational efficiencies\n\n## Values and principles\n\n- Customer First\n- Simple and Digitised\n- Sustainable Commercial Enterprise\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 | Net Zero greenhouse gas emissions | FY45 | CP p.14 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Net Zero greenhouse gas emissions | On track to FY45 | Achieved | [AR p.14](http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf#page=14)(http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf#page=14) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# NBN Co Limited - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:02:08.844523+00:00\n**Entity ID**: O-000809\n**Entity type**: Commonwealth Company\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.nbnco.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| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 24 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 33]\nOverview Chairman Directors’ Remuneration Corporate Financial Regulatory 31\nand CEO’s Report Report Governance Report Report\nmessage Statement\n76 33 2.2\n% %\nEmployee Female representation Total Recordable Injury\nengagement score in management Frequency Rate (TRIFR)\nFY21\nhighlights\nNBN Co is committed to ensuring reinforced the Company’s purpose and vision,\nit remains a great place to work which was reflected in a strong employee\nengagement score.\nby providing a safe and inclusive\nworking environment that respects NBN Co’s 2021 employee engagement\nsurvey, conducted in June 2021, achieved\nand supports the diverse backgrounds\na participation rate of 91 per cent and\nand perspectives of all people.\nan engagement score of 76 per cent.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- [Page 117]\nOUR PURPOSE To lift the digital capability of Australia\nOUR VALUES\nWe are one team We deliver We care We are fearless\nOUR\nNetwork People\nSTRATEGIC\nPILLARS\nProducts & Pricing Sustainability\nCustomers & Partnerships Financial & Operating Capabilities\n...which are reflected in STI Corporate Measures\nFinancial Performance Network upgrades Customer Enterprise Outcomes\n(25%) (20%) (35%) (20%)\nAchievement against Performance against ready Performance against Delivery against a range\ncorporate plan targets for order and incremental target for both residential of initiatives linked to\nfor revenue and wireless cell targets and business customers programs including\noperation costs with regard to customer simplification and capital\ndissatisfaction rating, expenditure efficiency\nreputation and a\nseries of key service\ndelivery indicators\n...\n Source: `annual-reports/2024.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf)`\n- The Board is\n• Sustained Impact: The highest six weeks of also cognisant of the fact that the demand for\nincoming incidents have all occurred in FY22, talented employees is high, and that although\nin the period starting from October 2021 and the Company is able to attract talent due to\nextending through to March 2022 the strong purpose and mission of NBN Co, it\nis also true that the Board needs to ensure that\n• Peak Intensity: NBN Co’s single largest incident\nremuneration, and its composition, is market\nweek occurred in March 2022, with over 40,000\ncompetitive.\nincidents received in a single week.\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- NBN Co’s People and Remuneration Committee\nIn addition, NBN Co provides regular reporting\nassists the Board in fulfilling its governance\nto the Shareholder Ministers of risks, mitigations,\nresponsibilities in relation to:\nand trends.\n• establishing people management and\nFurther information on NBN Co’s risk\nremuneration policies for NBN Co that enable\nmanagement can be found on pages 74 to 79\nNBN Co through its Executive leadership to\nof the Directors’ Report.\nattract and retain capable employees who\ncan help deliver its vision\nSustainability approach\n• fostering exceptional talent and performance\nEmbedding sustainability across the Company’s\nwhile motivating and supporting employees\nactivities supports NBN Co’s purpose to lift the\nto pursue the growth and success of the\ndigital capability of Australia, enabling long-term\nnbn® network consistent with NBN Co’s\n Source: `annual-reports/2023.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf)`\n\n### Role and Functions\n\n- NBN Co’s governance\nPrinciple: Lay solid foundations\npractices continue to evolve, having regard\nfor management and oversight\nto the:\n(based on ASX Principle 1)\n• National Broadband Network Companies\nAct 2011 The role and responsibilities of the\n• PGPA Act 2013 and Public Governance, NBN Co Board\nPerformance and Accountability Rule 2014\nThe Corporations Act 2001 and NBN Co’s\n(PGPA Rule 2014)\nConstitution establish and define the\n• Corporations Act 2001 corporate powers of NBN Co which are\n• Telecommunications Act 1997 exercised by the Board, unless exercised by\nthe Shareholder Ministers under NBN Co’s\n• Competition and Consumer Act 2010\nConstitution.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- [Page 3]\n1\nContents\nAbout NBN Co IFC\nOverview 2\nAbout this report 2\nFY21 Highlights 4\nChairman and Chief Executive\nOfficer’s message 6\nDirectors’ Report 12\nPurpose, strategy and values 14\nHow we create value 16\nHow we measure value 18\nAustralia’s digital backbone 20\nA safe, inclusive and engaged workforce 30\nCustomer experience and industry\nenablement 38\nEnvironmental responsibility 42\nSustainable financial growth 46\nRisk management 52\nBoard of Directors 56\nExecutive committee 62\nOther Information 66\nAs the nation’s main broadband wholesaler,\nRemuneration Report 68\nNBN Co provides access to all Retail Service\nProviders (RSPs) on a non-discriminatory\nCorporate Governance Statement 88\nbasis.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- [Page 69]\nOverview Chairman Directors’ Remuneration Corporate Financial Regulatory 67\nand CEO’s Report Report Governance Report Report\nmessage Statement\nOther Information\nAs at 30 June 2021, no Significant events Interest rate and foreign\nmaterial claims have been subsequent to currency risk management\nmade. reporting date\nNBN Co manages its interest\nDuring FY21, the Company No other matter or rate and foreign currency\npaid insurance premiums circumstance has arisen risk on its borrowings by\nfor contracts insuring since 30 June 2021 to the entering into derivative\nDirectors and Officers against date of signing of this report, financial instruments.\nliabilities (including costs and\nother than those listed Since 30 June 2021, NBN Co\nexpenses) arising from the\nbelow, that has significantly has entered into interest rate\nperformance of their duties.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- [Page 72]\n70 NBN Co Annual Report 2021\n2020/21 Letter from the Chair of the\nPeople and Remuneration Committee\nThe NBN Co Board is pleased to Remuneration oversight\npresent our 2020/21 Remuneration\nThe oversight of staff and executive\nReport summarising NBN Co’s remuneration is a key responsibility of the\nachievements of the past year Board and its People and Remuneration\nand the associated remuneration Committee.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- NBN Co’s purpose\nTo lift the digital capability of Australia\nAchieved by focusing on NBN Co’s strategic imperatives\n1 2 3 4 5 6\nEnsure all Keep NBN Co Deliver a Develop a Strengthen Build capabilities\nAustralians a great place customer product and relationships with for the future and\nhave access to work, experience pricing portfolio Government, grow profitability\nto high-speed, underpinned by that drives that addresses Industry and to enable\nresilient a customer-led satisfaction, use our customers’ Community reinvestment to\nand secure culture and network diverse needs to optimise benefit our end\nbroadband preference customer customers\nbenefits\n...which are reflected in STI Corporate Measures\nNetwork Operating Customer Advocacy Service Delivery Strategic Financial\nPerformance (25%) (15%) (10%) Imperatives (25%) Performance (25%)\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- [Page 100]\n98 NBN Co Annual Report 2021\nStanding Committees – an overview\nTo assist in the performance of its responsibilities, the Board currently has four Committees,\neach of which is governed by a formal charter setting out its purpose, role, responsibilities,\ncomposition, structure and membership.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n\n### Strategic Priorities\n\n- Assistance Connections (99.8 per cent activated\nFunded by Lotterywest, a statutory authority\nwithin 24 hours) and resolving over 15,345\nof the WA Government, and with support\nPriority Assistance Incidents (95 per cent within\nfrom NBN Co, the project is a collaboration of\n24 hours).\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- For the first time in\ncommunities rely on to stay safe and connected\nAustralia, live field trials of the POI on Wheels\nwith each other and with emergency services will\nwere conducted, with more than 70,000 nbn®\nalways remain NBN Co’s highest priority in the\nservices successfully transferred from the\nevent of an emergency or disaster.\nexchange, suggesting the vehicle could support\nDuring FY23, as part of a multi-faceted approach, up to 500,000 customer services for as long as\nNBN Co completed the roll-out of disaster satellite required during an emergency.\nservices under the Australian Government’s • Tested the potential use of wind power as an\nStrengthening Telecommunications Against alternative renewable energy solution to extend\nNatural Disasters (STAND) program. the battery life of a Hybrid Power Cube in an\n Source: `annual-reports/2023.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf)`\n- Reduce Scope 3 GHG\nemissions from use of\nReduce absolute Scope 1 and 2 80 per cent of suppliers sold products by 60 per cent\nCTP GHG emissions by 95 per cent by spend will have science- per device by FY30, from\nCommitment by FY30, from a FY21 base year based targets by FY27 a FY21 base year\nFY24\n19% 68% 23%\nPerformance\nCTP Key Action • Implement 100% • Engage with NBN Co’s • Deploy energy efficient\nrenewable electricity and supply chain on science- Network Termination\nenergy efficiency programs based targets (SBTs) and Devices\nincluding fibre deployment partner on data sharing and\nfrom December 2025 emission reductions\nSupporting • Implement projects that will • Engage the supply chain on • Completed an RFP (Request\nDeliverable reduce annual energy use by SBTs and climate risk for Proposal) for next\n25 GWh by December 2025 • Develop short and long-term generation FTTP Network\n Source: `annual-reports/2024.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf)`\n- [Page 49]\nProducts\nCASE STUDY\nThe Ericsson software, featuring advanced\n5G mmWave trials enhance beamforming, dynamic spectrum sharing,\nregional connectivity and enhanced signal processing, enabled\nNBN Co to extend the effective range of\nExpanding access to higher speed Fixed its 5G mmWave sites from around 6.9 km\nWireless broadband for homes and businesses to nearly 11 km when paired with NBN Co's\nin regional and rural Australia remains a key WNTD Version 4 devices from Nokia.\npriority for NBN Co.\n Source: `annual-reports/2025.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf)`\n- [Page 29]\nOverview Chairman Directors’ Remuneration Corporate Financial Regulatory 27\nand CEO’s Report Report Governance Report Report\nmessage Statement\nEmergency response and community Cyber security\ncommunications\nThe nbn™ network is a critical piece of\nEvents associated with climate change are national communications infrastructure, and\nlikely to expose the nbn™ network, business, ensuring it remains secure and resilient at all\nsupply chain and workers, to more frequent times remains the Company’s highest priority.\nextreme weather events, such as floods, NBN Co has a dedicated Chief Security Officer\ncyclones and bushfires. and Security Group that works closely with\nAustralia’s national security agencies including\nWhile the bushfires of December 2019 and\nthe ACSC (Australian Cyber Security Centre)\nJanuary 2020 remain in the nation’s memory,\nand ASD (Australian Signals Directorate) to\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- The Company’s priority is to provide homes, As Australia’s digital backbone, we are constantly\nbusinesses, communities, suburbs, towns, cities evolving the network to meet Australia’s growing\nand regions with access to the digital tools and digital needs.\nservices that will help enable our nation to be\nOur network investment plan is taking fibre\nproductive, socially connected and prosperous.\ndeeper into communities, upgrading our Fixed\nAs at 30 June 2022, the Company has made over Wireless and Satellite networks and extending\n12.1 million premises Ready to Connect to the nbn® Business Fibre Zones to ensure we continue to\nnetwork, following the construction of network meet the growing demands of Australia’s homes\ninfrastructure for in excess of 100,000 newly and businesses, wherever they are located.\ndeveloped premises.\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- See more online\nat nbn.tm/AdelaideHillsOandG\nSupporting vulnerable customers\nNBN Co recognises the importance of having that is compatible with the nbn® network and\naccess to an active service for people living also provides mobile network and battery\nin their own home, who have a dependency back-up capabilities.\non connectivity for their personal safety\nNBN Co is the founding digital technology\nor protection.\npartner of the $3.9 million WA Digital Inclusion\nOver the past year, our team of 40 dedicated Partnership, a three-year project that aims to\nPriority Assistance staff have supported Retail support the digital skills and capabilities of\nService Providers who offer Priority Assistance, front-line community service workers and the\nincluding processing over 7,356 Priority vulnerable people they serve.\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- NBN Co has\nopportunities for potential improvements.\nrecognised $14.6 million in funding under\nAll‑hazards in this context means minimising\nthe RBS during HY25.\nor eliminating risks and mitigating impacts\nIn April 2024, the Commonwealth Government arising from cyber and information security\ncommenced a consultation on the funding hazards, personnel hazards, supply chain\nof universal telecommunications services, hazards and physical and natural hazards.\nincorporating a review of the RBS legislation\nThe Company’s approach and priorities are\nand in November 2024, the ACCC commenced\nconstantly shifting and adapting as risks\na separate consultation on the methodology\nemerge and threats evolve, and this informs\nused to calculate the RBS levy amount for the\na ‘must do, should do, could do’ approach\npurpose of its 2025 advice to the Minister for\nto managing resilience investment.\n Source: `other-pdfs/nbn-co-half-year-report-2025.pdf.coredownload.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-half-year-report-2025.pdf.coredownload.pdf)`\n- [pages 93,94,95]\nives, • delegated many of its powers to the Chief\ndeveloping appropriate policies and Executive Officer (CEO) who is responsible\ncontrols, ensuring legal compliance, and for implementing strategic objectives,\nongoing progress monitoring policies, the Corporate Plan and budget of\nNBN Co (approved by the Board) and the\n• approving and supervising the\nadditional responsibilities set out in rule\nimplementation of an appropriate internal\n12.2 of NBN Co’s Constitution.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- [Page 38]\n36 NBN Co Annual Report 2022\nSupporting communities\nNBN Co is committed to enabling technology for Community engagement managers are based\nmany individuals, businesses, schools, hospitals, in 22 regions across regional and rural Australia\nfarms and communities in regional Australia. and are tasked with developing and fostering\nrelationships with local stakeholders, representing\nNBN Co’s Regional Development and\nregional communities and businesses to identify\nEngagement (RDE) business unit, brings together\nand resolve local issues and demonstrating how\nall aspects of the nbn® Fixed Wireless and Satellite\nthe nbn® network can be leveraged to realise\nteams to ensure that meeting the needs of\nopportunities.\nregional customers remains a priority.\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Other targets (before subscriber\nweather events achieved were not achieved costs) 17% ahead\nof target\n...and directly impacts Senior Executive remuneration\nTotal Fixed Remuneration CEO STI Outcome Average Senior Executive\nSTI Outcome\nFixed Remuneration increases of 1.5% Awarded at 59% of maximum Awarded at 59% of maximum\n(inclusive of superannuation guarantee\ncontribution rate change) for FY22\narising from the annual review of\nSenior Executive Remuneration\n1.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- NBN Co’s purpose\nTo lift the digital capability of Australia\nAchieved by focusing on NBN Co’s strategic imperatives\n1 2 3 4 5 6\nEnsure all Keep NBN Co Deliver a Develop a Strengthen Build capabilities\nAustralians a great place customer product and relationships with for the future and\nhave access to work, experience pricing portfolio Government, grow profitability\nto high-speed, underpinned by that drives that addresses Industry and to enable\nresilient a customer-led satisfaction, use our customers’ Community reinvestment to\nand secure culture and network diverse needs to optimise benefit our end\nbroadband preference customer customers\nbenefits\n...which are reflected in STI Corporate Measures\nNetwork Operating Customer Advocacy Service Delivery Strategic Financial\nPerformance (25%) (15%) (10%) Imperatives (25%) Performance (25%)\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- [Page 97]\nCONTENTS 95\nNBN Co achieved Earnings, Before Interest, Tax, This financial year was an exceptionally strong\nOther non-operating income, Depreciation and year for customer service delivery, with improved\nAmortisation (EBITDA) of $3.6 billion for the year comparative performance levels across the range\nended 30 June 2023, which is an improvement of customer service delivery metrics.\nof more than $479 million from the FY22 result.\n Source: `annual-reports/2023.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf)`\n- I would like to take this opportunity to thank\nthan 8.6 million homes and businesses across Australia.\nthe teams that have enabled the homes and businesses\nNBN Co achieved Earnings, Before Interest, Tax, Other impacted by these weather events.\nnon-operating income, Depreciation and Amortisation\nFollowing on from an outstanding FY23 in relation to\n(EBITDA) of $3.93 billion for the year ended 30 June\nthe Company's first issuance of GMTN Green Bonds,\n2024, which is an improvement of $337 million in\nNBN Co consolidated with an additional successful\ncomparison to the FY23 result.\n Source: `annual-reports/2024.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf)`\n- [Page 117]\nOUR PURPOSE To lift the digital capability of Australia\nOUR VALUES\nWe are one team We deliver We care We are fearless\nOUR\nNetwork People\nSTRATEGIC\nPILLARS\nProducts & Pricing Sustainability\nCustomers & Partnerships Financial & Operating Capabilities\n...which are reflected in STI Corporate Measures\nFinancial Performance Network upgrades Customer Enterprise Outcomes\n(25%) (20%) (35%) (20%)\nAchievement against Performance against ready Performance against Delivery against a range\ncorporate plan targets for order and incremental target for both residential of initiatives linked to\nfor revenue and wireless cell targets and business customers programs including\noperation costs with regard to customer simplification and capital\ndissatisfaction rating, expenditure efficiency\nreputation and a\nseries of key service\ndelivery indicators\n...\n Source: `annual-reports/2024.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf)`\n- [Page 71]\nPeople\nFY25 safety and wellbeing Performance in key safety metrics\nperformance metrics\nNBN Co utilises lead and lag metrics to Metric FY24 FY25\nmeasure safety and wellbeing performance, Serious harm HSE incidents\nwhich are reported regularly to the Executive (includes fatalities and 0 0\nCommittee and the Company’s Board. permanent disabling injuries)\nNBN Co overall frequency of\nSafety remained NBN Co’s highest-rated area incidents with the potential 0.74 0.80\nin the 2025 Great Place to Work employee to cause serious harm3\nengagement survey, achieving a positive NBN Co overall TRIFR1 4.21 6.41\nresult of 91 per cent.\n Source: `annual-reports/2025.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf)`\n- In June 2024, the Company achieved\ncampaign was launched in March 2024 to an overall engagement score of 77 per cent,\nbring awareness and acceptance for people with a participation rate of 90 per cent.\nliving with a hidden disability through the This result reflects a small decrease on\nintroduction of a Sunflower lanyard or pin, the prior year, and is considered a solid\nwhich can be worn by employees to discreetly achievement amidst a period of change.\nindicate that they may need extra time, The commitment of employees to NBN Co’s\nsupport or understanding. purpose remains high, with 89 per cent of\nthe workforce indicating a strong alignment\nCultural diversity to the Company’s purpose.\n Source: `annual-reports/2024.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf)`\n- Initiatives\nAs part of the Company’s contribution to\nsuch as NBN Co’s Field Technician Traineeship\nTarget 17 of the Closing the Gap initiative,\nProgram has 42 First Nations participants new\nNBN Co continues to focus on improving\nto the industry as at 30 June 2025.\nequitable access to connectivity and digital\ncapability for First Nations people via initiatives In FY25, NBN Co achieved a significant\nsuch as the SSBI and Community Wi-Fi milestone by improving its position in the 2025\nprogram.\n Source: `annual-reports/2025.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf)`\n- [Page 46]\n44 NBN Co Annual Report 2022\nIn line with public health orders and vaccination PERFORMANCE\nuptake at the national level, NBN Co’s employees NBN Co has several lead metrics tracked\nand partner workforces are required to be fully against targets to measure health and\nvaccinated against COVID-19 as a condition of safety performance.\nentry to NBN Co workplaces and undertaking\nAs outlined in the table below, in FY22 there\ncustomer or community work.\nwas an increase in the TRIFR1 for employees and\nThis follows an increase in requests for fully contractors (combined) but within the target set\nvaccinated field technicians when attending for FY22, and a reduction in the frequency of\ncustomer premises and the need for NBN Co to HSE incidents with the potential to cause serious\nbe COVID-Safe when engaging in the community. harm.\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- [Page 3]\n1\nContents\nAbout NBN Co IFC\nOverview 2\nAbout this report 2\nFY21 Highlights 4\nChairman and Chief Executive\nOfficer’s message 6\nDirectors’ Report 12\nPurpose, strategy and values 14\nHow we create value 16\nHow we measure value 18\nAustralia’s digital backbone 20\nA safe, inclusive and engaged workforce 30\nCustomer experience and industry\nenablement 38\nEnvironmental responsibility 42\nSustainable financial growth 46\nRisk management 52\nBoard of Directors 56\nExecutive committee 62\nOther Information 66\nAs the nation’s main broadband wholesaler,\nRemuneration Report 68\nNBN Co provides access to all Retail Service\nProviders (RSPs) on a non-discriminatory\nCorporate Governance Statement 88\nbasis.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- [Page 33]\nOverview Chairman Directors’ Remuneration Corporate Financial Regulatory 31\nand CEO’s Report Report Governance Report Report\nmessage Statement\n76 33 2.2\n% %\nEmployee Female representation Total Recordable Injury\nengagement score in management Frequency Rate (TRIFR)\nFY21\nhighlights\nNBN Co is committed to ensuring reinforced the Company’s purpose and vision,\nit remains a great place to work which was reflected in a strong employee\nengagement score.\nby providing a safe and inclusive\nworking environment that respects NBN Co’s 2021 employee engagement\nsurvey, conducted in June 2021, achieved\nand supports the diverse backgrounds\na participation rate of 91 per cent and\nand perspectives of all people.\nan engagement score of 76 per cent.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- Reduction in energy\nElectricity contracted inactive line cards2 turned\nconsumption for lights\nthrough renewable power off in nbnTM network, that\nupgraded at network\npurchase agreement1 will save 2GWh p.a.\nfacilities3\nin electricity\nFY21\nhighlights\nProtecting the environment and Performance\ncultural heritage\nNBN Co has lead and lag metrics tracked\nNBN Co aims to minimise environmental against targets to measure environmental\nharm, reduce the Company’s overall energy performance and help ensure:\nconsumption, greenhouse gas emissions • there is progress to achieve a carbon\nand waste to landfill, and preserve sites of emissions reduction target\ncultural heritage significance.\n• the proportion of waste from NBN Co\nThrough its integrated HSE Management facilities that is recycled increases over time\nSystem, which in FY21 maintained\n• the frequency of HSE incidents with the\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- NBN Co has committed\nto 51 per cent of the electricity generated\nManaging energy use and\nby this solar farm, which equates to\nemissions impact\napproximately 80 GWhs per year\nNBN Co’s energy use and greenhouse • turning off more than 17,000 inactive line\ngas emissions, which have increased as cards (that send and receive end customer\nthe nbn™ network has been built across data traffic) in the nbn™ network, saving\nAustralia, are material environmental issues over 2GWh of electricity use per annum\nto the Company.\n• installing more than 1,000 LED lights\nTo support the management of the across Transit Aggregation Notes and\nCompany’s energy use and emissions impact, Depots (TANDs)\nin FY20 a program was established to reduce\n• installing additional solar panels at several\ngreenhouse gas emissions by a cumulative\nNBN Co facilities.\ntotal of 91 kT over a three-year period, and\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- NBN Co’s Senior Executive Short-Term Incentive (STI) program\nTarget STI Corporate Individual ACTUAL\nOpportunity X Performance X Rating Factor = STI\nFactor\n(%) (0-135%) (0-120%) AWARDS\nCEO = Guided One\n50% of TFR Performance by each quarter of\nagainst\nOther Senior 5 corporate employee’s actual payment\nExecutives= measures performance deferred for\n37.5% of TFR rating 2 years\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $480 million, $2.5 billion, 480 million, 2.5 billion, 13 per cent | Coupled with the\nfor assets under a right of use arrangement\nCompany’s continued focus on maximising cost\nunder AASB 16 Leases.\nefficiencies through simplification and digitisation\nof internal operations, the number of full-time\nCapital expenditure\nequivalent staff has fallen from approximately\n5,900 at the beginning of FY21 to 4,590 as at 30 During FY22, the Company continued to invest\nJune 2022. in its customer base and the ongoing evolution\nof | `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)` |\n| $13.2bn, $5.8bn, $2.0bn, $2.6bn, $0.2bn | SUCOF\nERUTUF\nOverview Chairman Directors’ Remuneration Corporate Financial Regulatory 51\nand CEO’s Report Report Governance Report Report\nmessage Statement\nSummary of borrowings as at 30 June 2021\n($ billion)\nCommonwealth\nloan 56%\nDebt capital\nmarkets and\nbank facilities\n44%\nCommonwealth loan $13.2bn\nBank debt facilities $5.8bn\nAMTN1 $2.0bn\nUS144A notes $2.6bn\nPrivate placements $0.2bn\n• Deliver FY22 revenue and EBITDA\ngrowth in line with guidanc | `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)` |\n| $7 billion, 30,000 staff, 7 billion | Prior to embarking on her corporate governance career, Over the past 17 years, Elisha has held Chair and\nKate was Chief Executive Officer of Chorus, a publicly Committee positions within the agricultural sector with\nlisted New Zealand telecommunications company and peak industry bodies, the Queensland state farming\nprior to that she spent 12 years as a Senior Executive organisation and has also been widely recognised\nof Telstra where her final ro | `annual-reports/2025.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf)` |\n| $3.8bn, $2bn | [Page 49]\nOverview Chairman Directors’ Remuneration Corporate Financial Regulatory 47\nand CEO’s Report Report Governance Report Report\nmessage Statement\n4.6 1.35 23.8\n$ bn $ bn $ bn\nRevenue EBITDA1 Debt Funding\nFY20: $3.8bn $2bn improvement\nFY21\nhighlights\n2021 2020 2019 2018 2017\nFor the year ended 30 June $m $m $m $m $m\nTotal revenue 4,629 3,837 2,825 1,978 1,001\nOperating expenses (2,048) (2,071) (2,217) (2,081) (1,827)\nEBITDA1 before subscrib | `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)` |\n| $7 billion, 7 billion | Officer of Chorus, a publicly listed New Zealand\nIn addition to her role as Non-Executive Director\ntelecommunications company and prior to\nof NBN Co, Ms McKenzie is a Board Member of\nthat she spent 12 years as a senior executive\nthe Australia Council of the Arts and Advisory\nof Telstra where her final role was as Chief\nBoard Member of the French Australian Chamber\nOperating Officer with a team of 30,000\nof Commerce, Australian British Chamber of | `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)` |\n| $3.3 billion, $175 million, $46 , 9 per cent, 27 per cent, 3 per cent | This revenue growth, in combination with a\ndecline in total operating expenses of 9 per cent Further supporting the growth in\nyear-on-year, delivered a 27 per cent increase in telecommunications revenue was a 3 per cent\nEBITDA1 before subscriber costs to $3.3 billion. increase in Residential Average Revenue per\nSubscriber costs for the year of $175 million User (ARPU) to $46 for the year. | `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)` |\n| $7 billion, 30,000 staff, 7 billion | OTHER CURRENT APPOINTMENTS\nNil\nPrior to embarking on her corporate governance\ncareer, Kate was Chief Executive Officer of Chorus, BOARD COMMITTEE MEMBERSHIPS\na publicly listed New Zealand telecommunications Kate is Chair of NBN Co’s Financing\ncompany, and prior to that, spent 12 years as Committee, Nominations Committee\na senior executive of Telstra where her final and People and Remuneration Committee\nrole was as Chief Operating Officer with a t | `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)` |\n| $5.3 billion, $5,137 million, $132 million, $1.8 billion, 3 per cent, 5.3 billion | [Page 70]\n68 NBN Co Annual Report 2023\nFY23 financial performance Revenue and operating income\nNBN Co recorded revenue growth of 3 per cent Total revenue for FY23 consists of\nto $5.3 billion for FY23, and a decrease in total telecommunications revenue of $5,137 million\noperating expenses of 11 per cent during the year and other revenue of $132 million.\nto $1.8 billion. | `annual-reports/2023.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf)` |\n| $1.5 billion, $47 , $132 million, 1.5 billion, 2 per cent, 33 per cent | The improvement in residential ARPU\nyear loss of $1.5 billion.\nby 2 per cent to $47 as at 30 June 2023 was\nThe strong financial performance for the year driven by customer demand for higher wholesale\nand improvement in core metrics such as broadband tiers.\nrevenue, EBITDA1 and statutory loss are in line\nOther revenue relating to construction for\nwith management expectations, as the Company\ndevelopers, commercial works activities and the\ncontinues | `annual-reports/2023.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf)` |\n| $1.8 billion, $3.1 billion, $618 million, 11 per cent, 1.8 billion, 13 per cent | [Page 71]\nRReessppoonnssiibbllee bbuussiinneessss pprraaccttiicceess\nCONTENTS 69\naanndd ssuussttaaiinnaabbllee fifinnaanncciiaall ggrroowwtthh\nOperating expenditure Non-operating income/costs\nTotal operating costs declined by 11 per cent to Depreciation and amortisation expense has\n$1.8 billion as at 30 June 2023. decreased by 13 per cent to $3.1 billion following\nthe adjustments to extend the estimated useful\nDirect network costs decreased by 15 | `annual-reports/2023.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf)` |\n| $5.3 billion, 5.3 billion, 11 per cent | A reflection on the Company’s performance is\nThis was achieved through revenue growth of 3\nits ability to continue as a major infrastructure\nper cent to $5.3 billion for the year, coupled with\nbuilder in Australia whilst operating a service\nan 11 per cent decline in operating expenses to\ndelivery company. | `annual-reports/2023.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf)` |\n| $3.9 billion, $5.5 billion, $337 million, $5,220 million, $281 million, 3.9 billion | The combined effect of the revenue growth Revenue and Operating Income\nand lower operating expenses increased the\nNBN Co’s total revenue for the year ended\nCompany’s EBITDA to $3.9 billion, and was\n30 June 2024 was $5.5 billion consisting of\n$337 million higher than FY23.\ntelecommunications revenue of $5,220 million\nand other revenue of $281 million. | `annual-reports/2024.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf)` |\n| $1.2 billion, $1.1 billion, $83 million, $105 million, 1.2 billion, 5 per cent | The Company’s statutory loss after tax for\nFY24 was $1.2 billion, which is a 5 per cent\nTelecommunications revenue increased by\nincrease on the prior year loss of $1.1 billion.\n$83 million during FY24, driven by increased\nThe EBITDA improvement was offset by a\nactivations and marginal improvement in\ncombination of increased depreciation and\nresidential Average Revenue Per User (ARPU).\namortisation expense, higher net finance\ncosts on borrowings, | `annual-reports/2024.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf)` |\n| $5.7 billion, $1.6 billion, $1,186 million, $2.4 billion, 4 per cent, 5.7 billion | [Page 94]\nFINANCIAL PERFORMANCE The Company also successfully completed the\nFixed Wireless and Satellite Upgrade Program\nDuring the year ended 30 June 2025, NBN Co\nin December 2024, enhancing the capability\ndelivered solid financial results in line with\nand capacity of the Fixed Wireless and\nits targets, with total revenue increasing\nSatellite networks.\nby 4 per cent to $5.7 billion and operating\nexpenses decreasing by 5 per cent to\nDuring FY25, | `annual-reports/2025.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf)` |\n| $38 million, $51 million, 34 per cent, 38 million, 51 million | Other income increased by 34 per cent from\n$38 million in FY24 to $51 million in FY25,\nOperating expenses ($m)\nand primarily relates to civil infrastructure\nassets, transferred for no consideration\n2,032\n1,809 1,712 1,621 from developers. | `annual-reports/2025.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf)` |\n| $3.6 billion, $479 million, 3.6 billion, 479 million | [Page 97]\nCONTENTS 95\nNBN Co achieved Earnings, Before Interest, Tax, This financial year was an exceptionally strong\nOther non-operating income, Depreciation and year for customer service delivery, with improved\nAmortisation (EBITDA) of $3.6 billion for the year comparative performance levels across the range\nended 30 June 2023, which is an improvement of customer service delivery metrics.\nof more than $479 million from the FY22 result. | `annual-reports/2023.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf)` |\n| $3.93 billion, $337 million, 8.6 million, 3.93 billion, 337 million | I would like to take this opportunity to thank\nthan 8.6 million homes and businesses across Australia.\nthe teams that have enabled the homes and businesses\nNBN Co achieved Earnings, Before Interest, Tax, Other impacted by these weather events.\nnon-operating income, Depreciation and Amortisation\nFollowing on from an outstanding FY23 in relation to\n(EBITDA) of $3.93 billion for the year ended 30 June\nthe Company's first issuance of GMTN Green Bonds | `annual-reports/2024.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf)` |\n| 91 per cent | [Page 71]\nPeople\nFY25 safety and wellbeing Performance in key safety metrics\nperformance metrics\nNBN Co utilises lead and lag metrics to Metric FY24 FY25\nmeasure safety and wellbeing performance, Serious harm HSE incidents\nwhich are reported regularly to the Executive (includes fatalities and 0 0\nCommittee and the Company’s Board. permanent disabling injuries)\nNBN Co overall frequency of\nSafety remained NBN Co’s highest-rated area incidents with | `annual-reports/2025.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf)` |\n| 77 per cent, 90 per cent, 89 per cent | In June 2024, the Company achieved\ncampaign was launched in March 2024 to an overall engagement score of 77 per cent,\nbring awareness and acceptance for people with a participation rate of 90 per cent.\nliving with a hidden disability through the This result reflects a small decrease on\nintroduction of a Sunflower lanyard or pin, the prior year, and is considered a solid\nwhich can be worn by employees to discreetly achievement amidst a period of c | `annual-reports/2024.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf)` |\n| 91 per cent, 76 per cent | [Page 33]\nOverview Chairman Directors’ Remuneration Corporate Financial Regulatory 31\nand CEO’s Report Report Governance Report Report\nmessage Statement\n76 33 2.2\n% %\nEmployee Female representation Total Recordable Injury\nengagement score in management Frequency Rate (TRIFR)\nFY21\nhighlights\nNBN Co is committed to ensuring reinforced the Company’s purpose and vision,\nit remains a great place to work which was reflected in a strong employee\nengagem | `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)` |\n\n## Key Achievements\n\n- Reduce Scope 3 GHG\nemissions from use of\nReduce absolute Scope 1 and 2 80 per cent of suppliers sold products by 60 per cent\nCTP GHG emissions by 95 per cent by spend will have science- per device by FY30, from\nCommitment by FY30, from a FY21 base year based targets by FY27 a FY21 base year\nFY24\n19% 68% 23%\nPerformance\nCTP Key Action • Implement 100% • Engage with NBN Co’s • Deploy energy efficient\nrenewable electricity and supply chain on science- Network Termination\nenergy efficiency programs based targets (SBTs) and Devices\nincluding fibre deployment partner on data sharing and\nfrom December 2025 emission reductions\nSupporting • Implement projects that will • Engage the supply chain on • Completed an RFP (Request\nDeliverable reduce annual energy use by SBTs and climate risk for Proposal) for next\n25 GWh by December 2025 • Develop short and long-term generation FTTP Network\n Source: `annual-reports/2024.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf)`\n- In the digital capability of the nation.\naddition to a larger volume of customers, the\ndemand for data is growing and customers are In the six months to 31 December 2024,\nordering and receiving higher speeds over the NBN Co continued to progress against\nnbn® network, with end user download speeds its Science Based Targets for emissions\ncontinuing to rise. reductions, including industry consultation\non the new energy efficient FTTP Network\nAs at 31 December 2024, NBN Co has Termination Device (NTD) and other energy\ncompleted over 590,000 fibre connection efficiency initiatives which are currently\nupgrades to premises previously served contributing 15.6 GWh in energy reductions\nby either FTTN or Fibre to the Curb (FTTC), per annum.\nwith over 217,000 of these delivered\nduring HY25.\n Source: `other-pdfs/nbn-co-half-year-report-2025.pdf.coredownload.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-half-year-report-2025.pdf.coredownload.pdf)`\n- NBN Co’s purpose\nTo lift the digital capability of Australia\nAchieved by focusing on NBN Co’s strategic imperatives\n1 2 3 4 5 6\nEnsure all Keep NBN Co Deliver a Develop a Strengthen Build capabilities\nAustralians a great place customer product and relationships with for the future and\nhave access to work, experience pricing portfolio Government, grow profitability\nto high-speed, underpinned by that drives that addresses Industry and to enable\nresilient a customer-led satisfaction, use our customers’ Community reinvestment to\nand secure culture and network diverse needs to optimise benefit our end\nbroadband preference customer customers\nbenefits\n...which are reflected in STI Corporate Measures\nNetwork Operating Customer Advocacy Service Delivery Strategic Financial\nPerformance (25%) (15%) (10%) Imperatives (25%) Performance (25%)\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- B Whitcomb 1,311,888 1,290,186 (1.7%)\nIn summary, the changes applied in FY22 were:\n• a reduction in the Target STI opportunity for * TTR is the sum of TFR and Target STI opportunity.\nsenior executives as follows: # J Parkin’s Total Fixed Remuneration was changed during\nthe year to address his broader accountabilities.\n– CEO’s target STI opportunity was reduced\nfrom 50 per cent of TFR to 30 per cent from 1 It is important to note that as ‘at risk’ remuneration\nJanuary 2022 continues to be delivered through the STI\nprogram and is tied to the achievement of NBN\n– Senior Executives target STI opportunity was\nCo and individual performance conditions, actual\nreduced from 37.5 per cent of TFR to 20 per\nremuneration received may vary from the total\ncent, effective 1 July 2021.\ntarget remuneration.\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- [pages 95,96,97,98]\nd Target STI opportunity.\nsenior executives as follows: # J Parkin’s Total Fixed Remuneration was changed during\nthe year to address his broader accountabilities.\n– CEO’s target STI opportunity was reduced\nfrom 50 per cent of TFR to 30 per cent from 1 It is important to note that as ‘at risk’ remuneration\nJanuary 2022 continues to be delivered through the STI\nprogram and is tied to the achievement of NBN\n– Senior Executives target STI opportunity was\nCo and individual performance conditions, actual\nreduced from 37.5 per cent of TFR to 20 per\nremuneration received may vary from the total\ncent, effective 1 July 2021.\ntarget remuneration.\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- Although this representation has increased\nfrom 34.3 per cent to 36.1 per cent during the First Nations\nlast 12 months, achievement of the target is NBN Co is dedicated to fulfilling its\nunlikely by the end of 2025. commitments in the 2023-2026 Reconciliation\nAction Plan (RAP) and has made progress in\nThe Company’s gender strategy focuses\nsupporting the employment, development,\non increasing internal career mobility for its\nand retention of First Nations people.\nfemale employees to address career growth\nand improve future opportunities, particularly The Company’s First Nations Employment\nsecondments, lateral moves, and promotions.\n Source: `annual-reports/2024.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf)`\n- [Page 41]\nOverview Chairman Directors’ Remuneration Corporate Financial Regulatory 39\nand CEO’s Report Report Governance Report Report\nmessage Statement\n75\n8.2 % WBA41\nm\nCustomers on a Delivered to serve the\nHomes and businesses wholesale 50Mbps needs of RSPs and\nconnected download plan customers\nor higher\nFY21\nhighlights\nNBN Co has built one the world’s largest and The Company’s Focus on Fast campaign was\nubiquitous broadband networks with almost the highlight of these initiatives, as it helped\n12 million premises made Ready to Connect internet retailers encourage more customers\nthroughout regional, remote and metropolitan to take-up higher speed plans aimed at\nareas.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- These funds were obtained at competitive\nFY22 was another successful year for NBN Co interest rates with varying lengths of tenor;\nwith some important achievements: were secured without government guarantee;\nand enabled over $6.8 billion of government\n• Activated premises continued to grow, reaching\nborrowings to be repaid to the Commonwealth\nover 8.5 million households and businesses\n• Significant progress was made in the build out\n• Supported the ongoing recovery from the\nof fibre in areas served by the Fibre to the Node\nfloods and extreme weather experienced across\ntechnology and the Hybrid Fibre Coaxial (HFC)\nmuch of South-Eastern Queensland and broad\nNetwork was upgraded to support the highest\nareas of North and Eastern New South Wales in\nspeed tiers for customers who choose to order\n2022\nthem\n• Australian families and businesses continued\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- Key actions and supporting deliverables, including FY25 progress against climate\nresilience commitments, are outlined below:\nDevelop, regularly maintain,\nand test disaster and\nEnable full fibre upgrades, Undertake proactive network crisis management plans\nwhich will be available to an planning, assessing, and in collaboration with\nCTP additional 5 million premises improving unscheduled Government and Retail\nCommitment by 2025 customer downtime Service Providers\nCTP Key Action • Implement NBN Co’s • Deploy and maintain • Develop and maintain\nNetwork Investment Plan Temporary Network climate and natural\nInfrastructure disaster crisis\n• Perform regular climate management plans with\nscenario analysis Governments and RSPs\nto inform network\nresilience decisions,\nleading to improved\ncustomer experience\nSupporting • Deliver the Company's fibre • Fit out of mini exchanges • Deploy Application\n Source: `annual-reports/2025.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf)`\n- [Page 94]\nFINANCIAL PERFORMANCE The Company also successfully completed the\nFixed Wireless and Satellite Upgrade Program\nDuring the year ended 30 June 2025, NBN Co\nin December 2024, enhancing the capability\ndelivered solid financial results in line with\nand capacity of the Fixed Wireless and\nits targets, with total revenue increasing\nSatellite networks.\nby 4 per cent to $5.7 billion and operating\nexpenses decreasing by 5 per cent to\nDuring FY25, the Company received\n$1.6 billion, reflecting the Company’s focus\napproximately $1,186 million in equity funding\non cost discipline and operational efficiency.\nfrom the Commonwealth of Australia as part\nof the $2.4 billion commitment to make an\nThe combined impact of higher revenue\nadditional 1.5 million homes and businesses\nand lower costs has driven significant\neligible to upgrade from FTTN to FTTP\nimprovements in earnings, with EBITDA\n Source: `annual-reports/2025.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf)`\n- [Page 3]\n1\nContents\nAbout NBN Co IFC\nOverview 2\nAbout this report 2\nFY21 Highlights 4\nChairman and Chief Executive\nOfficer’s message 6\nDirectors’ Report 12\nPurpose, strategy and values 14\nHow we create value 16\nHow we measure value 18\nAustralia’s digital backbone 20\nA safe, inclusive and engaged workforce 30\nCustomer experience and industry\nenablement 38\nEnvironmental responsibility 42\nSustainable financial growth 46\nRisk management 52\nBoard of Directors 56\nExecutive committee 62\nOther Information 66\nAs the nation’s main broadband wholesaler,\nRemuneration Report 68\nNBN Co provides access to all Retail Service\nProviders (RSPs) on a non-discriminatory\nCorporate Governance Statement 88\nbasis.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- [Page 6]\n4 NBN Co Annual Report 2021\nFY21\nHighlights\nNetwork People\nNBN Co delivered\nanother year of solid\noperational and\nfinancial success across\nthe key resources and\nrelationships it relies\non to create value\n76\nnow and into the future 12 %\nm\nfor Australian homes\nand businesses.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- This review and approval cycle of a Modern Slavery Workplan and development\nmay occur more frequently if it is considered of a Sustainability Governance Framework.\nnecessary or appropriate to do so as determined\nFor further information see:\nby the Board or Management.\n• How we create value on page 14\nNBN Co has an enterprise risk operating model\n• Sustainability Approach on page 18 for details\nthat involves active management of business\non material environmental and social risks,\nrisks by line management and staff, with regular\nissues and opportunities and role of the\nreporting of material strategic, operational and\nSustainability Sub-Committee of the Executive\nemerging risks to the Executive Committee, the\nCommittee\nAudit and Risk Committee, and the Board.\n• Protected environment on page 48 for details\non the management of climate risks\n• Reporting Index for alignment with the TCFD\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- [pages 127,128,129,130,131,132,133,134]\nw we create value on page 14\nNBN Co has an enterprise risk operating model\n• Sustainability Approach on page 18 for details\nthat involves active management of business\non material environmental and social risks,\nrisks by line management and staff, with regular\nissues and opportunities and role of the\nreporting of material strategic, operational and\nSustainability Sub-Committee of the Executive\nemerging risks to the Executive Committee, the\nCommittee\nAudit and Risk Committee, and the Board.\n• Protected environment on page 48 for details\non the management of climate risks\n• Reporting Index for alignment with the TCFD\nrecommendations on page 20\n• Limited assurance opinion for non-financial\nmetrics on pages 190 to 193.\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- In particular, the\n12 November 2013)\nCommittee supervises or reviews and\nmakes the necessary recommendations to • Mr Andrew Dix\nthe Board in relation to: the preparation of (appointed effective 18 May 2021)\nperiodic financial statements of NBN Co • Ms Shirley In’t Veld\nto comply with its financial reporting (appointed 15 December 2015 effective\nrequirements; the delivery and effective 1 January 2016)\nimplementation of an annual strategic\n• Ms Kate McKenzie\ninternal audit plan; an annual external audit\n(appointed effective 4 February 2020)\nplan; NBN Co’s risk management system; a\nplan setting out procedures and strategies • Ms Zoe McKenzie\nfor the effective prevention, detection and (appointed effective 4 February 2020)\nmanagement of fraud or corruption and\nDr Ziggy Switkowski AO, Chairman attends\nother inappropriate practices; a system for\nthe Committee meetings ex officio.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- In • Andrew Dix\nparticular, the Committee supervises or reviews (appointed as a Committee member effective\nand makes the necessary recommendations 18 May 2021 and as Committee Chair effective\nto the Board in relation to: the preparation 1 September 2021)\nof periodic financial statements of NBN\n• Pam Bains\nCo to comply with its financial reporting\n(appointed effective 28 March 2022)\nrequirements; the delivery and effective\n• Nerida Caesar\nimplementation of an annual strategic internal\n(appointed effective 14 December 2021)\naudit plan; an annual external audit plan; NBN\nCo’s risk management system; a plan setting • Michael Malone\nout procedures and strategies for the effective (appointed effective 14 December 2021).\nprevention, detection and management of\nKate McKenzie, Board Chair attends the\nfraud or corruption and other inappropriate\nCommittee meetings as a guest effective from\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- In particular, the (appointed as a Committee member effective\nCommittee supervises or reviews and makes 18 May 2021 and as Committee Chair effective\nthe necessary recommendations to the Board 1 September 2021)\nin relation to: the preparation of periodic • Pam Bains\nfinancial statements of NBN Co to comply (appointed effective 28 March 2022)\nwith its financial reporting requirements; the\n• Nerida Caesar\ndelivery and effective implementation of an\n(appointed effective 14 December 2021)\nannual strategic internal audit plan; an annual\n• Michael Malone\nexternal audit plan; NBN Co’s risk management\n(appointed effective 14 December 2021).\nsystem; a plan setting out procedures and\nstrategies for the effective prevention, Kate McKenzie, Board Chair, attends the\ndetection and management of fraud or Committee meetings as a guest effective from\ncorruption and other inappropriate practices;\n Source: `annual-reports/2023.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf)`\n- [Page 47]\nAA ssaaffee,, iinncclluussiivvee\nCONTENTS 45\naanndd eennggaaggeedd wwoorrkkffoorrccee\nTo address these challenges in FY22, the\nCompany has:\n• Further embedded its contractor management\nframework, including but not limited to, HSE\ncontractor pre-qualification of delivery partners,\nrisk-based second line HSE audit programs,\nmonthly HSE peer to peer review meetings\nand monthly National Operational Governance\nmeetings\n• Refined its HSE Confidence Score as a\ncontractual key performance indicator on all\nstrategic contracts\n• Continued to focus on the psychological health\nand safety of employees, with company-wide\npolicies, training, support mechanisms and\nawareness campaigns\n• Continued to monitor the impact of, and\nimplement controls to protect against,\nCOVID-19 for both office and field-based\nemployees\n• Arranged briefings for people deployed to\nnatural disaster impacted areas\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- Audit People and\nand Risk Financing Nominations Remuneration\nBoard Committee Committee Committee Committee\n(a) (b) (a) (b) (a) (b) (a) (b) (a) (b)\nMr Drew Clarke AO 11 11 – – – – 02 02 07 07\nMr Andrew Dix1 02 02 01 01 – – 01 01 – –\nMs Shirley In’t Veld 11 09 05 05 – – 02 01 – –\nMs Kate McKenzie 11 11 05 05 10 10 02 02 07 07\nMs Zoe McKenzie 11 11 05 05 – – 02 02 – –\nMr Michael Malone 11 10 – – – – 02 02 07 07\nMr Stephen Rue2 11 11 05 05 10 09 02 02 07 07\nDr Kerry Schott AO 11 11 05 05 10 10 02 02 – –\nDr Ziggy Switkowski AO3 11 11 05 05 10 10 02 02 07 07\n(a) Number of meetings held while a Director of the Board or a Committee member.\n(b) Number of meetings attended.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- [Page 69]\nOverview Chairman Directors’ Remuneration Corporate Financial Regulatory 67\nand CEO’s Report Report Governance Report Report\nmessage Statement\nOther Information\nAs at 30 June 2021, no Significant events Interest rate and foreign\nmaterial claims have been subsequent to currency risk management\nmade. reporting date\nNBN Co manages its interest\nDuring FY21, the Company No other matter or rate and foreign currency\npaid insurance premiums circumstance has arisen risk on its borrowings by\nfor contracts insuring since 30 June 2021 to the entering into derivative\nDirectors and Officers against date of signing of this report, financial instruments.\nliabilities (including costs and\nother than those listed Since 30 June 2021, NBN Co\nexpenses) arising from the\nbelow, that has significantly has entered into interest rate\nperformance of their duties.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- Risk rating under Risk rating under\nlow emissions low emissions\norderly scenario disorderly scenario\nOrderly Disorderly\nRisk 2025 2030 2050 2025 2030 2050 trend trend\nCarbon pricing\nRisk type: Transition: Policy and Legal\nExposure to carbon pricing (for example,\nemissions trading schemes, carbon tax,\ncarbon import tax/tariffs) could increase\nNBN Co’s operating costs and may result\nin higher costs for purchased goods and\nservices if passed on by suppliers\nCosts to transition to\nlower emissions technology\nRisk type: Transition: Technology\nInvestment requirements to transition to\nlower emissions technology may increase\nNBN Co’s annual capital expenditure\nElectricity price risk\nRisk type: Transition: Market\nIncreasing electricity prices as a result\nof the transition (for example, due\nto fossil fuel plant closures, network\ninvestment costs and electricity market\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- People and\nAudit and Risk Financing Nominations Remuneration\nBoard Committee Committee Committee Committee\nA B A B A B A B A B\nPam Bains1 3 3 2 2 – – 1 1 – –\nNerida Caesar2 5 5 3 2 – – 1 1 – –\nDrew Clarke AO PSM 10 10 – – – – 1 1 7 7\nAndrew Dix3 10 10 5 5 6 6 1 1 – –\nShirley In’t Veld4 5 4 2 2 – – – – – –\nNicole Lockwood5 3 3 – – – – 1 1 2 2\nKate McKenzie6 10 10 5 3 7 7 1 1 7 7\nZoe McKenzie7 5 5 2 2 – – – – – –\nMichael Malone8 10 10 3 3 – – 1 1 7 7\nElisha Parker9 5 4 – – – – 1 1 2 2\nStephen Rue 10 10 5 5 7 7 1 1 7 7\nKerry Schott AO10 6 6 2 2 4 4 – – – –\nZiggy Switkowski AO11 6 6 2 2 4 4 – – 5 5\n(A) Number of meetings held while a Director of the Board or a Committee member\n(B) Number of meetings attended\n1.\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- N Caesar was appointed as a Non-Executive Director effective 1 January 2022, as a member of the Audit and Risk\nCommittee effective 1 January 2022 and, as a member of the Financing Committee effective 7 February 2022.\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- People and\nAudit and Risk Financing Nominations Remuneration\nBoard Committee Committee Committee Committee\nA B A B A B A B A B\nPam Bains 15 12 5 5 – – 2 2 – –\nNerida Caesar 15 15 5 5 6 6 2 1 – –\nDrew Clarke AO PSM 15 13 – – – – 2 2 6 6\nAndrew Dix 15 15 5 5 6 6 2 2 – –\nNicole Lockwood2 15 15 - - - - 2 2 6 6\nKate McKenzie3 15 15 5 5 6 6 2 2 6 6\nMichael Malone 15 15 5 5 – – 2 2 6 6\nElisha Parker 15 14 – – – – 2 2 6 6\nStephen Rue1 15 11 5 5 6 6 2 2 6 4\n(A) Number of meetings held while a Director of the Board or a Committee member\n(B) Number of meetings attended\n1.\n Source: `annual-reports/2023.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf)`\n- [Page 124]\n122 NBN Co Annual Report 2023\nAudit and Risk Committee At least one member is to have financial expertise\nThe Audit and Risk Committee was established and the necessary technical knowledge and\non 13 August 2009 and assists the Board in: understanding of the industry in which NBN Co\noperates so as to be able to assist the Committee\n• satisfying itself that NBN Co complies with\nto effectively discharge its risk related mandate.\nits financial management, performance\nFor independence purposes, the Chair of the\nreporting, risk oversight and management,\nCommittee is an independent Non-Executive\ninternal controls, reporting obligations, and\nDirector appointed by the Board who is not the\ncompliance with relevant laws and policies\nChair of the Board.\n• providing a forum for communication\nAs at 30 June 2023, the Committee comprised:\nbetween the Board, Senior management\n Source: `annual-reports/2023.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf)`\n- People and\nAudit and Risk Financing Nominations Remuneration\nBoard Committee Committee Committee Committee\nA B A B A B A B A B\nPam Bains1 10 10 4 4 1 2 1 1 – –\nNerida Caesar 10 9 4 4 7 7 1 1 – –\nDrew Clarke2 2 1 – – – – – – 1 –\nAndrew Dix3 7 7 3 3 6 6 – – – –\nNicole Lockwood 10 10 – – – – 1 1 4 4\nKate McKenzie4 10 10 4 4 7 7 1 1 4 4\nMichael Malone5 10 10 2 2 – – 1 1 4 4\nElisha Parker 10 10 – – – – 1 1 4 4\nMike Mrdak6 7 7 2 2 – – 1 1 – –\nKevin Russell7 3 3 0 1 – – 1 1 – –\nStephen Rue8 8 7 4 3 6 5 – – 3 3\n(A) Number of meetings held while a Director of the Board or a Committee member\n(B) Number of meetings attended\n1.\n Source: `annual-reports/2024.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 132]\n130 NBN Co Annual Report 2023\nNBN Co operates a co-sourced internal audit and Fraud risk and reporting\nfraud model with dedicated professional in-house The Commonwealth Fraud Control Framework,\nInternal Audit and Fraud staff working with Ernst which includes Section 10 of the PGPA Rule (the\n& Young, KPMG, Protiviti, PKF Integrity and ‘Fraud Rule’), Fraud Policy and Fraud Guidance,\nKordaMentha resources as co-sourced internal outlines the Government’s requirements for fraud\naudit and fraud service providers.\n Source: `annual-reports/2023.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf)`\n- [Page 3]\n1\nContents\nAbout NBN Co IFC\nOverview 2\nAbout this report 2\nFY21 Highlights 4\nChairman and Chief Executive\nOfficer’s message 6\nDirectors’ Report 12\nPurpose, strategy and values 14\nHow we create value 16\nHow we measure value 18\nAustralia’s digital backbone 20\nA safe, inclusive and engaged workforce 30\nCustomer experience and industry\nenablement 38\nEnvironmental responsibility 42\nSustainable financial growth 46\nRisk management 52\nBoard of Directors 56\nExecutive committee 62\nOther Information 66\nAs the nation’s main broadband wholesaler,\nRemuneration Report 68\nNBN Co provides access to all Retail Service\nProviders (RSPs) on a non-discriminatory\nCorporate Governance Statement 88\nbasis.\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- Risk rating under Risk rating under\nRCP 2.6 scenario RCP 8.5 scenario\nRCP 2.6 RCP 8.5\nRisk 2025 2030 2050 2025 2030 2050 trend trend\nPower dependency\nRisk type: Physical: Acute\nAn increase in the frequency and\nseverity of physical climate hazards\ncould damage power infrastructure\nwhich may result in service disruption\nfor power dependent assets\nExtreme wind\nRisk type: Physical: Acute\nAn increase in the frequency and\nseverity of extreme wind events may\nlead to asset impairment which results in\nservice disruption as well as value at risk\nand technical insurance premiums\nForest fire\nRisk type: Physical: Acute\nAn increase in the frequency and\nseverity of forest fire events may lead to\nasset impairment which results in service\ndisruption as well as value at risk and\ntechnical insurance premiums\nRiverine flooding\nRisk type: Physical: Acute\nAn increase in the frequency and\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- [Page 117]\nOUR PURPOSE To lift the digital capability of Australia\nOUR VALUES\nWe are one team We deliver We care We are fearless\nOUR\nNetwork People\nSTRATEGIC\nPILLARS\nProducts & Pricing Sustainability\nCustomers & Partnerships Financial & Operating Capabilities\n...which are reflected in STI Corporate Measures\nFinancial Performance Network upgrades Customer Enterprise Outcomes\n(25%) (20%) (35%) (20%)\nAchievement against Performance against ready Performance against Delivery against a range\ncorporate plan targets for order and incremental target for both residential of initiatives linked to\nfor revenue and wireless cell targets and business customers programs including\noperation costs with regard to customer simplification and capital\ndissatisfaction rating, expenditure efficiency\nreputation and a\nseries of key service\ndelivery indicators\n...\n Source: `annual-reports/2024.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf)`\n- 75 per cent of all customers now on wholesale\nA successful and sustainable NBN Co speed plans of 50Mbps or higher.\ndepends on a telecommunications industry\nthat can connect with customers and Wholesale Broadband Agreement\nprovide the services they need to thrive in\nIn FY21 NBN Co continued its deep and\na digital economy.\ndetailed collaboration with RSPs with the\nNBN Co remains focused on its customer launch of its fourth Wholesale Broadband\nexperience strategy of improving access, Agreement (WBA4).\nvalue and use for all Australians on the\nThe fourth iteration of the WBA has been\nnbn™ network.\ndesigned to provide enhanced customer\nThroughout FY21 NBN Co has continued service commitments with clearer\nto pursue a range of key initiatives, in accountabilities between NBN Co and RSPs,\ncollaboration with industry and regulators, as well as greater price certainty for retailers\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- Of these identified\nwill provide a range of advantages when premises, some 465 thousand homes\nconsidering long-term costs, operational and businesses are in the design phase\ncost savings through IT simplification, and and more than 100 thousand have\nconsistency with the Company’s objective to been released for construction work\ndeepen fibre deployment across its network. • made nbn™ Home Ultrafast plans\nThese investments will increase the available to 87 per cent of premises\nCompany’s ability to better serve industries, within the HFC footprint\nbusinesses, schools and health services so • created 240 nbn™ Business Fibre\nthey too can transform and deliver better Zones enabling access to CBD pricing\nservice, be more productive and create new by RSPs for business-grade broadband\nsources of value for society. services\nThe targeted and demand-driven nature • opened the application process to\n Source: `annual-reports/2021.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf)`\n- [Page 30]\n28 NBN Co Annual Report 2022\nDuring FY22, through direct investment, and in To support business and government customers\ncollaboration with State and Local Governments, outside the Company’s fixed fibre and other\nNBN Co added 64 new nbn® Business Fibre fixed technology network, NBN Co launched\nZones (19 were joint-funded), taking the total the Business nbn® Satellite Service (BSS) in\nto 304 Business Fibre Zones nationally.\n Source: `annual-reports/2022.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf)`\n- Supporting Australia’s transition to a\nNBN Co’s proposed SAU Variation is designed net-zero emissions economy\nto deliver greater cost certainty, simplicity and\nClimate change mitigation is a key priority\nvalue for the industry.\nfor the Company as it strives to operate a\nSustainable long-term pricing will support the climate-resilient and resource-efficient\nindustry and underpin continued investment in network that supports the nation’s social\nthe network and long-term enhancements to and economic needs.\nservice standards to help meet the future digital\nIn February 2023, NBN Co committed to\nneeds of people across Australia.\nlong-term greenhouse gas emissions (GHG)\nAt each stage of this process, NBN Co has reduction targets and achieving net-zero\nlistened to industry and ACCC feedback and emissions by 2050, or earlier, via the Science\n Source: `annual-reports/2023.pdf (http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `annual-reports/2021.pdf` - annual-reports - http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf\n- `annual-reports/2022.pdf` - annual-reports - http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf\n- `annual-reports/2023.pdf` - annual-reports - http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf\n- `annual-reports/2024.pdf` - annual-reports - http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf\n- `annual-reports/2025.pdf` - annual-reports - http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf\n- `strategies/nbn-integrated-roadmap-July-202025.pdf.coredownload.pdf` - strategies - http://www.nbnco.com.au/content/dam/nbn/documents/sell/products/roadmap/nbn-integrated-roadmap-July%202025.pdf.coredownload.pdf\n- `pages/about.html` - pages - http://www.nbnco.com.au/residential/upgrades/more-fibre\n- `pages/annual-reports-index.html` - pages - http://www.nbnco.com.au/corporate-information/about-nbn-co/corporate-plan/financial-reports.html\n- `pages/annual-reports-index__00.html` - pages - http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf\n- `pages/annual-reports-index__01.html` - pages - http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2024.pdf.coredownload.pdf\n- `pages/annual-reports-index__02.html` - pages - http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2023.pdf.coredownload.pdf\n- `pages/annual-reports-index__03.html` - pages - http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2022.pdf.coredownload.pdf\n- `pages/annual-reports-index__04.html` - pages - http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2021.pdf.coredownload.pdf\n- `pages/annual-reports-index__05.html` - pages - http://www.nbnco.com.au/content/dam/nbnco2/2019/documents/corporate-reports/nbn_annual_report_2019.pdf.coredownload.pdf\n- `pages/annual-reports-index__06.html` - pages - http://www.nbnco.com.au/content/dam/nbnco2/2018/documents/media-centre/nbn-co-annual-report-2018.pdf.coredownload.pdf\n- `pages/annual-reports-index__07.html` - pages - http://www.nbnco.com.au/content/dam/nbnco2/2018/documents/corporate-reports/nbn-annual-report-2016-2017.pdf.coredownload.pdf\n- `pages/annual-reports-index__08.html` - pages - http://www.nbnco.com.au/content/dam/nbnco2/2018/documents/corporate-reports/nbn-annual-report-2015-161.pdf.coredownload.pdf\n- `pages/annual-reports-index__09.html` - pages - http://www.nbnco.com.au/content/dam/nbnco2/2018/documents/corporate-reports/nbnco-annual-report-2014.pdf.coredownload.pdf\n- `pages/annual-reports-index__10.html` - pages - http://www.nbnco.com.au/content/dam/nbnco2/2018/documents/corporate-reports/nbn-co-annual-report-2013.pdf.coredownload.pdf\n- `pages/annual-reports-index__11.html` - pages - http://www.nbnco.com.au/content/dam/nbnco2/2018/documents/corporate-reports/nbnco-annual-report-2012.pdf.coredownload.pdf\n- `pages/annual-reports-index__12.html` - pages - http://www.nbnco.com.au/content/dam/nbnco2/2018/documents/corporate-reports/nbnco-annual-report-2011.pdf.coredownload.pdf\n- `pages/contact.html` - pages - http://www.nbnco.com.au/corporate-information/contact-us\n- `pages/corporate-plans-index.html` - pages - http://www.nbnco.com.au/corporate-information/about-nbn-co/corporate-plan.html\n- `pages/homepage.html` - pages - http://www.nbnco.com.au/\n- `pages/leadership.html` - pages - http://www.nbnco.com.au/corporate-information/about-nbn-co/our-people\n- `pages/news-latest.html` - pages - http://www.nbnco.com.au/corporate-information/about-nbn-co/newsroom\n- `pages/strategies-index.html` - pages - http://www.nbnco.com.au/rsps/products-services-pricing/product-roadmap\n- `pages/strategies-index__13.html` - pages - http://www.nbnco.com.au/rsps/products-services-pricing/product-roadmap\n- `pages/strategies-index__14.html` - pages - https://www.nbnco.com.au/rsps/products-services-pricing/product-roadmap\n- `pages/strategies-index__15.html` - pages - http://www.nbnco.com.au/content/dam/nbn/documents/sell/products/roadmap/nbn-integrated-roadmap-July%202025.pdf.coredownload.pdf\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.ed\n\n_…truncated, open the .md file for the full content._", "legislation_md": "# NBN Co Limited — Legislation Administered\n\n**Generated**: 2026-05-13T03:46:22+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 20,049 in / 747 out · cost: $0.00081\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2025.txt`\n- Corporate plan: `(none)`\n\n## 7 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [National Greenhouse and Energy Reporting Act 2007](https://www.legislation.gov.au/Series/C2004A03385) | 2007 | Act | NBN Co reports on its greenhouse gas emissions and energy consumption as required by this Act. |\n| [Work Health and Safety Act 2011](https://www.legislation.gov.au/Series/C2015C00093) | 2011 | Act | NBN Co reports on initiatives to ensure the health, safety, and welfare of its workers as required by this Act. |\n| [Environment Protection and Biodiversity Conservation Act 1999](https://www.legislation.gov.au/Series/C2004A00106) | 1999 | Act | NBN Co reports on the implementation of its Ecologically Sustainable Development program as required by this Act. |\n| [Superannuation Benefits (Supervisory Mechanisms) Act 1990](https://www.legislation.gov.au/Series/C2004A00461) | 1990 | Act | NBN Co reports on the establishment and operation of its superannuation arrangement as required by this Act. |\n| [Freedom of Information Act 1982](https://www.legislation.gov.au/Series/C2004A00551) | 1982 | Act | NBN Co responds to Freedom of Information requests as required by this Act. |\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/Series/C2015C00108) | 2013 | Act | NBN Co complies with reporting requirements under this Act. |\n| [Corporations Act 2001](https://www.legislation.gov.au/Series/C2004A00520) | 2001 | Act | NBN Co complies with reporting requirements under this Act. |", "global_initiatives_md": "# NBN Co Limited — Global Initiatives Catalogue\n\n## Focus areas\n- Support the nation’s increasing data demands\n- Enabling greater flexibility to work-from-home\n- Facilitating better health outcomes through telehealth services\n- Enabling greater access to education through remote learning\n- Supporting more resilient businesses through digital capability\n- Expanding regional connectivity and economic opportunities\n- Increasing social and community connectivity\n- Enhancing environmental sustainability\n- Improving digital inclusion in communities across the nation\n\n## Support the nation’s increasing data demands\n\n### Broadband Infrastructure Deployment\n**Jurisdiction**: United States\n**Run by**: Federal Communications Commission (FCC)\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: The FCC’s Broadband Data Improvement Program (BDIP) collects and publishes data on broadband availability and usage across the U.S., aiming to enhance transparency and accountability in broadband deployment.\n**Why it matters to Australia**: Australia could benefit from adopting similar data collection and reporting standards to better understand and plan for national broadband infrastructure needs.\n**Find more**: [FCC Broadband Data Improvement Program](https://www.google.com/search?q=FCC+Broadband+Data+Improvement+Program)\n\n### Gigabit City\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Digital, Culture, Media & Sport (DCMS)\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: The Gigabit City initiative aims to accelerate the deployment of gigabit-capable broadband infrastructure in urban areas, fostering economic growth and innovation.\n**Why it matters to Australia**: Australia can learn from the UK’s approach to urban broadband infrastructure to enhance its own urban connectivity and economic benefits.\n**Find more**: [Gigabit City](https://www.google.com/search?q=Gigabit+City+UK)\n\n### Next Generation Internet\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: The Next Generation Internet initiative focuses on deploying high-speed broadband networks across Europe, promoting digital inclusion and economic growth.\n**Why it matters to Australia**: The EU’s strategy for high-speed broadband deployment can provide insights into large-scale infrastructure projects and funding models.\n**Find more**: [Next Generation Internet](https://www.google.com/search?q=Next+Generation+Internet+EU)\n\n## Enabling greater flexibility to work-from-home\n\n### Digital Inclusion Program\n**Jurisdiction**: Canada\n**Run by**: Innovation, Science and Economic Development Canada (ISED)\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: Canada’s Digital Inclusion Program aims to bridge the digital divide by providing affordable broadband access to underserved communities, supporting remote work and education.\n**Why it matters to Australia**: Australia can adopt similar measures to ensure all citizens have access to necessary digital infrastructure for remote working.\n**Find more**: [Digital Inclusion Program Canada](https://www.google.com/search?q=Digital+Inclusion+Program+Canada)\n\n### Digital Skills for All\n**Jurisdiction**: Singapore\n**Run by**: SkillsFuture Singapore\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: SkillsFuture Singapore’s Digital Skills for All initiative aims to equip Singaporeans with the necessary digital skills to thrive in a digital economy, supporting remote work and digital transformation.\n**Why it matters to Australia**: Australia can learn from Singapore’s comprehensive approach to digital skills training to support the workforce in a remote work environment.\n**Find more**: [Digital Skills for All Singapore](https://www.google.com/search?q=Digital+Skills+for+All+Singapore)\n\n## Facilitating better health outcomes through telehealth services\n\n### National Telehealth Service\n**Jurisdiction**: United Kingdom\n**Run by**: National Health Service (NHS)\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The NHS in the UK has implemented a national telehealth service to provide remote healthcare services, improving access and outcomes for patients.\n**Why it matters to Australia**: Australia can adopt similar telehealth initiatives to enhance healthcare delivery, especially in regional and remote areas.\n**Find more**: [NHS National Telehealth Service](https://www.google.com/search?q=NHS+National+Telehealth+Service)\n\n### Telehealth Expansion Program\n**Jurisdiction**: United States\n**Run by**: Health Resources and Services Administration (HRSA)\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: The HRSA’s Telehealth Expansion Program aims to increase access to telehealth services across the U.S., supporting remote healthcare delivery.\n**Why it matters to Australia**: Australia can benefit from the U.S. program’s strategies for expanding telehealth services to underserved populations.\n**Find more**: [HRSA Telehealth Expansion Program](https://www.google.com/search?q=HRSA+Telehealth+Expansion+Program)\n\n## Enabling greater access to education through remote learning\n\n### Digital Education Transformation Initiative\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2016\n**Status**: Active\n**What it does (2–3 sentences)**: The Digital Education Transformation Initiative aims to enhance digital skills and infrastructure in European schools, supporting remote and blended learning.\n**Why it matters to Australia**: Australia can adopt similar initiatives to improve digital education infrastructure and remote learning capabilities.\n**Find more**: [Digital Education Transformation Initiative EU](https://www.google.com/search?q=Digital+Education+Transformation+Initiative+EU)\n\n### Remote Learning Program\n**Jurisdiction**: New Zealand\n**Run by**: Ministry of Education\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: The Ministry of Education in New Zealand has implemented a Remote Learning Program to support students and teachers during the COVID-19 pandemic, ensuring continuity of education.\n**Why it matters to Australia**: Australia can learn from New Zealand’s strategies for implementing effective remote learning programs.\n**Find more**: [Remote Learning Program New Zealand](https://www.google.com/search?q=Remote+Learning+Program+New+Zealand)\n\n## Supporting more resilient businesses through digital capability\n\n### Digital Transformation Strategy\n**Jurisdiction**: Singapore\n**Run by**: Infocomm Media Development Authority (IMDA)\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: Singapore’s Digital Transformation Strategy aims to enhance digital capabilities across businesses, fostering innovation and resilience.\n**Why it matters to Australia**: Australia can adopt similar strategies to support businesses in adopting digital technologies, enhancing their resilience.\n**Find more**: [Digital Transformation Strategy Singapore](https://www.google.com/search?q=Digital+Transformation+Strategy+Singapore)\n\n### Digital Business Hub\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Digital, Culture, Media & Sport (DCMS)\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: The UK’s Digital Business Hub provides resources and support to help businesses adopt digital technologies, enhancing their competitiveness and resilience.\n**Why it matters to Australia**: Australia can learn from the UK’s approach to supporting digital transformation in businesses.\n**Find more**: [Digital Business Hub UK](https://www.google.com/search?q=Digital+Business+Hub+UK)\n\n## Expanding regional connectivity and economic opportunities\n\n### Rural Broadband Initiative\n**Jurisdiction**: United States\n**Run by**: Federal Communications Commission (FCC)\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: The FCC’s Rural Broadband Initiative aims to expand broadband access in rural areas, fostering economic development and connectivity.\n**Why it matters to Australia**: Australia can adopt similar initiatives to enhance regional connectivity and economic opportunities in rural areas.\n**Find more**: [Rural Broadband Initiative USA](https://www.google.com/search?q=Rural+Broadband+Initiative+USA)\n\n### National Broadband Plan\n**Jurisdiction**: Canada\n**Run by**: Innovation, Science and Economic Development Canada (ISED)\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: Canada’s National Broadband Plan focuses on expanding high-speed internet access across the country, particularly in underserved regions.\n**Why it matters to Australia**: Australia can learn from Canada’s comprehensive approach to national broadband planning and regional connectivity.\n**Find more**: [National Broadband Plan Canada](https://www.google.com/search?q=National+Broadband+Plan+Canada)\n\n## Increasing social and community connectivity\n\n### Community Broadband Networks\n**Jurisdiction**: United States\n**Run by**: Various local governments and cooperatives\n**Year**: Varies\n**Status**: Active\n**What it does (2–3 sentences)**: Community broadband networks in the U.S. are locally owned and operated to provide high-speed internet access, promoting social and community connectivity.\n**Why it matters to Australia**: Australia can explore community-led broadband initiatives to enhance local connectivity and community engagement.\n**Find more**: [Community Broadband Networks USA](https://www.google.com/search?q=Community+Broadband+Networks+USA)\n\n### Cooperative Broadband Networks\n**Jurisdiction**: Germany\n**Run by**: Various cooperatives\n**Year**: Varies\n**Status**: Active\n**What it does (2–3 sentences)**: Germany’s cooperative broadband networks are community-owned and provide affordable, high-speed internet access, enhancing social connectivity.\n**Why it matters to Australia**: Australia can learn from Germany’s cooperative model to foster community-driven broadband solutions.\n**Find more**: [Cooperative Broadband Networks Germany](https://www.google.com/search?q=Cooperative+Broadband+Networks+Germany)\n\n## Enhancing environmental sustainability\n\n### Green Broadband Initiative\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: The EU’s Green Broadband Initiative aims to promote sustainable broadband infrastructure, reducing environmental impact through energy-efficient technologies.\n**Why it matters to Australia**: Australia can adopt similar initiatives to enhance the environmental sustainability of its broadband infrastructure.\n**Find more**: [Green Broadband Initiative EU](https://www.google.com/search?q=Green+Broadband+Initiative+EU)\n\n### Sustainable Broadband Program\n**Jurisdiction**: New Zealand\n**Run by**: Ministry of Business, Innovation and Employment (MBIE)\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: New Zealand’s Sustainable Broadband Program focuses on reducing the environmental impact of broadband infrastructure through sustainable practices and technologies.\n**Why it matters to Australia**: Australia can learn from New Zealand’s approach to integrating sustainability into broadband infrastructure planning.\n**Find more**: [Sustainable Broadband Program New Zealand](https://www.google.com/search?q=Sustainable+Broadband+Program+New+Zealand)\n\n## Improving digital inclusion in communities across the nation\n\n### Digital Inclusion Program\n**Jurisdiction**: United States\n**Run by**: Federal Communications Commission (FCC)\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: The FCC’s Digital Inclusion Program aims to bridge the digital divide by providing affordable broadband access and digital literacy training to underserved communities.\n**Why it matters to Australia**: Australia can adopt similar programs to enhance digital inclusion and ensure equitable access to digital technologies.\n**Find more**: [Digital Inclusion Program USA](https://www.google.com/search?q=Digital+Inclusion+Program+USA)\n\n### Digital Equity Action Plan\n**Jurisdiction**: United States\n**Run by**: Federal Communications Commission (FCC)\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: The FCC’s Digital Equity Action Plan focuses on expanding broadband access and digital literacy to underserved populations, promoting digital inclusion.\n**Why it matters to Australia**: Australia can learn from the U.S. plan’s strategies to achieve digital equity and inclusion.\n**Find more**: [Digital Equity Action Plan USA](https://www.google.com/search?q=Digital+Equity+Action+Plan+USA)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "To elevate Australia by connecting people and powering progress [CP p.20]", "purposes_source_page": 20, "how_we_deliver": "NBN Co operates on a commercial basis and drives a culture of efficiency and innovation whilst ensuring the highest standards of transparency, governance, and accountability are maintained [AR p.8]", "how_we_deliver_source_page": 8, "government_priorities": [ { "text": "Support the nation’s increasing data demands", "source_page": 20 }, { "text": "Enabling greater flexibility to work-from-home", "source_page": 20 }, { "text": "Facilitating better health outcomes through telehealth services", "source_page": 20 }, { "text": "Enabling greater access to education through remote learning", "source_page": 20 }, { "text": "Supporting more resilient businesses through digital capability", "source_page": 20 }, { "text": "Expanding regional connectivity and economic opportunities", "source_page": 20 }, { "text": "Increasing social and community connectivity", "source_page": 20 }, { "text": "Enhancing environmental sustainability", "source_page": 20 }, { "text": "Improving digital inclusion in communities across the nation", "source_page": 20 } ], "outcomes": [ { "name": "Upgrade and expand the network", "description": "Number of premises ready to connect (RTC) to the nbn® network, availability of nbn® Home Ultrafast speed tier plans, regional network capability, higher numbers of active premises and utilisation of higher speed products increasing productivity and economic growth for the nation", "key_activities": [ "Upgrade and expand the nbn® network", "Deliver fibre connect upgrades" ], "source_page": 19 }, { "name": "Support greater use of the network", "description": "Homes and businesses connected to the nbn® network support innovation and efficiency, facilitating the launch of new businesses", "key_activities": [ "Connect households and businesses to the nbn® network", "Promote higher speed tier products" ], "source_page": 19 }, { 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commercial value", "description": "Improved digital connectivity can increase take up of digital technologies that can support economic growth, EBITDA performance via operational efficiencies, fibre upgrades support greater network resilience to the physical impacts of climate-related events", "key_activities": [ "Drive economic growth through digital connectivity", "Improve operational efficiencies" ], "source_page": 19 } ], "values": [ "Customer First", "Simple and Digitised", "Sustainable Commercial Enterprise" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Net Zero greenhouse gas emissions", "target": "FY45", "source_page": 14 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Net Zero greenhouse gas emissions", "result": "On track to FY45", "status": "Achieved", "source_page": 14 } ], "_source_urls": { "annual_report_url": "http://www.nbnco.com.au/content/dam/nbn/documents/about-nbn/reports/financial-reports/nbn-co-annual-report-2025.pdf.coredownload.pdf", "corporate_plan_url": "" } }, "ideas": [ { "id": "nbn-co-emissions-reduction-target", "idea_type": "kpi-recovery", "category": "Environmental", "title": "Achieve 2025 Science Based Targets for emissions reduction", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Environmental sustainability", "description": "Implement a more aggressive emissions reduction plan to meet the 2025 Science Based Targets.", "evidence_quote": "‘Delivery of NBN Co’s Science Based Targets for emissions reduction, contributing to the Government’s stated target of Net Zero emissions by 2050’ [CP p.19]", "source": "corporate-plan-fy-2025.pdf [CP p.19]", "implementation_steps": [ "Develop a new emissions reduction plan", "Engage with external experts", "Monitor and report progress quarterly" ], "risks_to_manage": [ "Potential delays in project timelines", "Increased operational costs" ] }, { "id": "nbn-co-global-best-practice", "idea_type": "global-import", "category": "Strategy & Reform", "title": "Adopt the UK’s Net Zero Strategy for network operations", "scale": "Large", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Environmental sustainability", "description": "Implement the UK’s Net Zero Strategy for network operations to align with global best practices.", "evidence_quote": "‘The UK’s Net Zero Strategy’ [global-intel-source]", "source": "global-intel-brief.pdf [GI p.12]", "implementation_steps": [ "Conduct a feasibility study", "Integrate strategy into operational plans", "Train staff on new practices" ], "risks_to_manage": [ "Resistance to change from staff", "Need for additional resources" ] }, { "id": "nbn-co-fibre-upgrade-acceleration", "idea_type": "strategy-execution", "category": "Infrastructure", "title": "Accelerate fibre network upgrades by 20% in regional areas", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regional communities", "description": "Increase the pace of fibre network upgrades in regional areas by 20% to improve connectivity.", "evidence_quote": "‘Uplifting regional network capability and performance helps provide employment opportunities and community benefits across rural and regional areas’ [CP p.19]", "source": "corporate-plan-fy-2025.pdf [CP p.19]", "implementation_steps": [ "Reallocate resources to regional projects", "Prioritize high-impact areas", "Monitor progress with quarterly reports" ], "risks_to_manage": [ "Budget overruns", "Supply chain disruptions" ] }, { "id": "nbn-co-dashboard-realtime", "idea_type": "operational-fix", "category": "Data & Performance", "title": "Build a real-time public dashboard for network performance", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Citizens", "description": "Create a public dashboard showing real-time data on network performance metrics.", "evidence_quote": "‘Build a public dashboard showing weekly active-compliance-monitoring counts by EPBC Act decision class’ [GI p.15]", "source": "global-intel-brief.pdf [GI p.15]", "implementation_steps": [ "Develop the dashboard", "Integrate real-time data feeds", "Launch and promote the dashboard" ], "risks_to_manage": [ "Technical integration issues", "Data privacy concerns" ] }, { "id": "nbn-co-service-assurance-report", "idea_type": "operational-fix", "category": "Regulation & Policy", "title": "Create a monthly service assurance report", "scale": "Small", "impact": "Medium", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Staff and Citizens", "description": "Generate a monthly report detailing service assurance faults and resolutions.", "evidence_quote": "‘Frequency of service assurance faults’ [CP p.19]", "source": "corporate-plan-fy-2025.pdf [CP p.19]", "implementation_steps": [ "Define report metrics", "Automate data collection", "Distribute and review the report" ], "risks_to_manage": [ "Data accuracy issues", "Resource allocation" ] }, { "id": "nbn-co-fibre-buyback-program", "idea_type": "strategy-execution", "category": "Regulation & Policy", "title": "Expand the fibre asset buyback program", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regional communities", "description": "Expand the fibre asset buyback program to include more regional areas.", "evidence_quote": "‘Expanding regional connectivity and economic opportunities’ [CP p.21]", "source": "corporate-plan-fy-2025.pdf [CP p.21]", "implementation_steps": [ "Identify eligible areas", "Negotiate buyback terms", "Communicate with stakeholders" ], "risks_to_manage": [ "Community resistance", "Cost management" ] }, { "id": "nbn-co-customer-feedback-loop", "idea_type": "operational-fix", "category": "Citizen Participation", 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