{ "entity_id": "B-001962", "folder": "National-Heavy-Vehicle-Regulator", "name": "National Heavy Vehicle Regulator", "type": "National Law Body", "jurisdiction": "Commonwealth", "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts", "website": "https://www.nhvr.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 21, "n_kpi_targets": 5, "n_kpi_results": 5, "n_outcomes": 4, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "We provide leadership to, and work collaboratively with, industry and partner agencies to drive sustainable improvements to safety, productivity and efficiency outcomes across the Australian heavy vehicle road transport sector [CP p.12]", "official_site_url": "https://www.nhvr.gov.au/", "source_documents": [ { "type": "annual_report", "title": "Annual Report 2020-21 (PDF, 12.2MB)", "url": "https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf", "period": "2020-21", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2019-20 (PDF, 8.6MB)", "url": "https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf", "period": "2019-20", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2018-19 (PDF, 11.5MB)", "url": "https://www.nhvr.gov.au/files/201911-1120-nhvr-2018-19-annual-report-web.pdf", "period": "2018-19", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2017-18 (PDF, 6.6MB)", "url": "https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf", "period": "2017-18", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2016-17 (PDF, 7.6MB)", "url": "https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf", "period": "2016-17", "confidence": "high" }, { "type": "corporate_plan", "title": "Corporate Plan 2021-2024 (PDF, 1.1MB)", "url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "period": "2021", "confidence": "high" }, { "type": "corporate_plan", "title": "Corporate Plan 2020-2023 (PDF, 761KB)", "url": "https://www.nhvr.gov.au/files/202006-1155-nhvr-corporate-plan-2020-2023.pdf", "period": "2020", "confidence": "high" }, { "type": "corporate_plan", "title": "Corporate Plan 2019-2022 (PDF, 2.4MB)", "url": "https://www.nhvr.gov.au/files/201907-1085-nhvr-corporate-plan-2019-2022.pdf", "period": "2019", "confidence": "high" }, { "type": "corporate_plan", "title": "Corporate Plan 2018-2021 (PDF, 5.1MB)", "url": "https://www.nhvr.gov.au/files/201806-0843-nhvr-corporate-plan-2018-2021.pdf", "period": "2018", "confidence": "high" }, { "type": "corporate_plan", "title": "Corporate Plan 2017-2020 (PDF, 2.1MB)", "url": "https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf", "period": "2017", "confidence": "high" }, { "type": "pb", "title": "Performance Based Standards - Australia’s PBS fleet 2020 (PDF, 1.7MB)", "url": "https://www.nhvr.gov.au/files/202006-1047-nhvr-artsa-pbs-report-june-2020.pdf", "period": "2020", "confidence": "medium" }, { "type": "pb", "title": "Adding identical vehicles to a PBS Vehicle Approval (PDF, 240KB)", "url": "https://www.nhvr.gov.au/files/201903-1026-adding-identical-vehicles-to-a-pbs-vehicle-approval.pdf", "period": "2019", "confidence": "medium" }, { "type": "strategie", "title": "Heavy Vehicle Safety Strategy 2021-2025 (PDF, 1.2MB)", "url": "https://www.nhvr.gov.au/files/202111-1275-hv-safety-strategy-2021-25.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "Heavy Vehicle Safety Strategy Action Plan 2021-2022 (PDF, 229KB)", "url": "https://www.nhvr.gov.au/files/202111-1276-hv-safety-strategy-action-plan-2021-25.pdf", "period": "2021-22", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Directions 2021-2026 (PDF, 1.6MB)", "url": "https://www.nhvr.gov.au/files/202110-1274-strategic-directions-2021.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Directions 2016 (PDF, 3MB)", "url": "https://www.nhvr.gov.au/files/201605-0342-nhvr-strategic-directions-2016.pdf", "period": "2016", "confidence": "medium" } ], "purpose": { "text": "We provide leadership to, and work collaboratively with, industry and partner agencies to drive sustainable improvements to safety, productivity and efficiency outcomes across the Australian heavy vehicle road transport sector [CP p.12]", "source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "source_page": null, "source_deep_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf" }, "vision": { "text": "A safe, efficient and productive heavy vehicle industry serving the needs of Australia [CP p.12]", "source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "source_page": null, "source_deep_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf" }, "strategic_priorities": [ { "title": "Provide leadership and drive sustainable improvements to safety, productivity and efficiency outcomes across the Austral", "description": "Provide leadership and drive sustainable improvements to safety, productivity and efficiency outcomes across the Australian heavy vehicle road transport sector", "source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "source_page": null, "source_deep_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf" } ], "values": [ { "name": "People matter", "description": "", "source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "source_page": null }, { "name": "Customer first", "description": "", "source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "source_page": null }, { "name": "Strong partnerships", "description": "", "source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "source_page": null }, { "name": "We add value", "description": "", "source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "source_page": null } ], "outcomes": [ { "name": "Safety", "description": "As a modern, risk-based regulator, we use data-driven intelligence to identify and target the greatest safety risks relating to heavy vehicles. By using the right blend of information, education and enforcement, we aim to create positive change in the industry’s safety culture and the individual behaviour of all road users, to reduce the likelihood of crashes, fatalities and serious injuries involving heavy vehicles [AR p.25]", "activities": [ "Conducting heavy vehicle intercepts", "Developing algorithms to identify high-risk vehicles", "Implementing the Road Monitoring Tool fatigue data engine" ], "source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "source_page": 25, "source_deep_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf#page=25" }, { "name": "Productivity", "description": "Promote industry efficiency in the road transport of goods and heavy vehicle passengers by heavy vehicles.", "activities": [ "Conducting a review of road access permits workflow", "Adopting technology and data-sharing solutions", "Expanding education and training material available to road managers" ], "source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "source_page": null, "source_deep_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf" }, { "name": "Sustainability", "description": "Manage the impact of heavy vehicles on the environment, road infrastructure and public amenity.", "activities": [ "Promoting the adoption of safer, cleaner and more-efficient technologies", "Encouraging the uptake of Performance Based Standards (PBS) vehicles" ], "source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "source_page": null, "source_deep_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf" }, { "name": "Regulatory Capability", "description": "Encourage and promote regulatory capability through the delivery of services to customers.", "activities": [ "Ensuring a consistent and productive approach to regulatory capability", "Building an NHVR culture where employees work in a safe, supportive and inclusive working environment" ], "source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "source_page": null, "source_deep_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf" } ], "performance_measures": [ { "code": "CCE01", "measure": "Fatalities and injuries across the industry and its supply chain reduce through increased compliance with safety requirements", "target": "Reduce through increased compliance with safety requirements", "latest_result": "Target met", "status": "Achieved", "target_source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "target_source_page": null, "result_source_url": "https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf", "result_source_page": null }, { "code": "NPM 2", "measure": "Network connections for heavy vehicles improve, and the administrative burden on operators and road managers reduces", "target": "Improve, and the administrative burden on operators and road managers reduces", "latest_result": "Improved", "status": "Substantially achieved", "target_source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "target_source_page": null, "result_source_url": "https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf", "result_source_page": null }, { "code": "NPM 3", "measure": "The national heavy vehicle fleet is safer and more environmentally friendly", "target": "Safer and more environmentally friendly", "latest_result": "More environmentally friendly", "status": "Mostly achieved", "target_source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "target_source_page": null, "result_source_url": "https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf", "result_source_page": null }, { "code": "NPM 4", "measure": "Customer engagement with the NHVR is productive, simple and efficient", "target": "Productive, simple and efficient", "latest_result": "Productive and efficient", "status": "Achieved", "target_source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "target_source_page": null, "result_source_url": "https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf", "result_source_page": null }, { "code": "NPM 5", "measure": "NHVR employees work in a safe, supportive and inclusive working environment", "target": "Safe, supportive and inclusive working environment", "latest_result": "Safe and supportive working environment", "status": "Achieved", "target_source_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "target_source_page": null, "result_source_url": "https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "We provide leadership to, and work collaboratively with, industry and partner agencies to drive sustainable improvements to safety, productivity and efficiency outcomes across the ", "A safe, efficient and productive heavy vehicle industry serving the needs of Australia [CP p.12]", "Provide leadership and drive sustainable improvements to safety, productivity and efficiency outcomes across the Australian heavy vehicle road transport sector" ], "watch_terms": [ "Fatalities and injuries across the industry and its supply chain reduce through increased compliance with safety requirements", "Network connections for heavy vehicles improve, and the administrative burden on operators and road managers reduces", "The national heavy vehicle fleet is safer and more environmentally friendly", "Customer engagement with the NHVR is productive, simple and efficient", "NHVR employees work in a safe, supportive and inclusive working environment" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# National Heavy Vehicle Regulator — Strategy Brief\n\n**Reporting period**: 2020-21 [AR p.1](https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf#page=1)\n**Corporate plan in force**: 2021-24 [CP p.1](https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf#page=1)\n**Annual Report**: [2020-21 [AR p.1](https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf#page=1)](https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf)\n**Corporate Plan**: [2021-24 [CP p.1](https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf#page=1)](https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf)\n\n## Vision\n\n> A safe, efficient and productive heavy vehicle industry serving the needs of Australia [CP p.12](https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf#page=12)\n\n## Our purpose / purposes\n\n> We provide leadership to, and work collaboratively with, industry and partner agencies to drive sustainable improvements to safety, productivity and efficiency outcomes across the Australian heavy vehicle road transport sector [CP p.12](https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf#page=12)\n\n## How we deliver\n\n> Through leadership and influence, we administer a statutory national system that delivers consistent and streamlined regulatory services and administration to the Australian heavy vehicle road transport sector, fostering greater safety and productivity while minimising regulatory burden [CP p.12](https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf#page=12)\n\n## Government priorities for this department\n\n- Provide leadership and drive sustainable improvements to safety, productivity and efficiency outcomes across the Australian heavy vehicle road transport sector\n\n## Outcomes\n\n### Safety\nAs a modern, risk-based regulator, we use data-driven intelligence to identify and target the greatest safety risks relating to heavy vehicles. By using the right blend of information, education and enforcement, we aim to create positive change in the industry’s safety culture and the individual behaviour of all road users, to reduce the likelihood of crashes, fatalities and serious injuries involving heavy vehicles [AR p.25](https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf#page=25) [[CP p.25](https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf#page=25)(https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf#page=25)]\n\n**Key activities:**\n- Conducting heavy vehicle intercepts\n- Developing algorithms to identify high-risk vehicles\n- Implementing the Road Monitoring Tool fatigue data engine\n\n### Productivity\nPromote industry efficiency in the road transport of goods and heavy vehicle passengers by heavy vehicles.\n\n**Key activities:**\n- Conducting a review of road access permits workflow\n- Adopting technology and data-sharing solutions\n- Expanding education and training material available to road managers\n\n### Sustainability\nManage the impact of heavy vehicles on the environment, road infrastructure and public amenity.\n\n**Key activities:**\n- Promoting the adoption of safer, cleaner and more-efficient technologies\n- Encouraging the uptake of Performance Based Standards (PBS) vehicles\n\n### Regulatory Capability\nEncourage and promote regulatory capability through the delivery of services to customers.\n\n**Key activities:**\n- Ensuring a consistent and productive approach to regulatory capability\n- Building an NHVR culture where employees work in a safe, supportive and inclusive working environment\n\n## Values and principles\n\n- People matter\n- Customer first\n- Strong partnerships\n- We add value\n\n## What they will measure themselves on this year (targets from 2021-24 [CP p.1](https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf#page=1) corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Fatalities and injuries across the industry and its supply chain reduce through increased compliance with safety requirements | Reduce through increased compliance with safety requirements | |\n| NPM 2 | Network connections for heavy vehicles improve, and the administrative burden on operators and road managers reduces | Improve, and the administrative burden on operators and road managers reduces | |\n| NPM 3 | The national heavy vehicle fleet is safer and more environmentally friendly | Safer and more environmentally friendly | |\n| NPM 4 | Customer engagement with the NHVR is productive, simple and efficient | Productive, simple and efficient | |\n| NPM 5 | NHVR employees work in a safe, supportive and inclusive working environment | Safe, supportive and inclusive working environment | |\n\n## How they performed last year (results from 2020-21 [AR p.1](https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf#page=1) annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Fatalities and injuries across the industry and its supply chain reduce through increased compliance with safety requirements | Target met | Achieved | |\n| NPM 2 | Network connections for heavy vehicles improve, and the administrative burden on operators and road managers reduces | Improved | Substantially achieved | |\n| NPM 3 | The national heavy vehicle fleet is safer and more environmentally friendly | More environmentally friendly | Mostly achieved | |\n| NPM 4 | Customer engagement with the NHVR is productive, simple and efficient | Productive and efficient | Achieved | |\n| NPM 5 | NHVR employees work in a safe, supportive and inclusive working environment | Safe and supportive working environment | Achieved | |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# National Heavy Vehicle Regulator - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:39:58.447124+00:00\n**Entity ID**: B-001962\n**Entity type**: National Law Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: https://www.nhvr.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| corporate-plans | 5 |\n| other-pdfs | 5 |\n| pages | 42 |\n| pbs | 2 |\n| strategies | 4 |\n\n## Executive Readout\n\n### Purpose\n\n- Chair of the Board Chief Executive Officer\nABOUT THIS PLAN OUR PURPOSE\nOur values\nThe NHVR Corporate Plan 2019–2022 (the We provide leadership to, and work\nplan) presents the NHVR's objectives for the collaboratively with, industry and\nthree-year period from 2019–20 to 2021–22. partner agencies to drive sustainable\nIt is the principal planning document improvements to safety, productivity and\noutlining our purpose and the strategies we efficiency outcomes across the Australian\nemploy to achieve our objectives. heavy vehicle road transport sector.\n Source: `corporate-plans/2019.pdf (https://www.nhvr.gov.au/files/201907-1085-nhvr-corporate-plan-2019-2022.pdf)`\n- [pages 69,70,72]\n9\nInvestigations Unit 17 Values 11, 31, 54, 56, 60\nJourney to work 68 Vehicle Safety and Environmental Technology Uptake Plan (Vehicle SETUP) 7, 12, 28, 29, 38\nJudicial decisions 47 Vehicle Standards 25, 33, 39, 68\nKey objectives 15 Vehicle Standards exemption permits 25\nLearning and development 35 Victoria 7, 9, 17, 24, 31, 33, 34, 35, 36, 39, 43, 51, 52, 53, 54, 58, 66, 67\nLost time injuries 68 Vision 9, 10, 11, 35\nMedically treated injuries 68 Website 3, 12, 13, 19, 32, 33, 35, 36, 39, 45, 47, 68\nMission 10 Western Australian Heavy Vehicle Accreditation Scheme 21\nMulti-State Class 1 Load Carrying Vehicle Dimension Exemption Notice 2020 24 Workplace health and safety (WHS) 35, 39, 68, 70\nMulti-State Class 1 Load Carrying Vehicle Mass Exemption Notice 2020 24\n02–9102\nTROPER\nLAUNNA\nRVHN\n69\n Source: `annual-reports/2019-20.pdf (https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf)`\n- Objectives and strategies\nObjectives Strategies\nWhat we want to achieve How we will achieve them\n2.1 Heavy vehicles are operating 2.1.1 Develop, review and refine legislation, standards and\non road networks through an operational policy to support efficient and consistent\nefficient, consistent and productive operation of heavy vehicles on the networks\nframework 2.1.2 Increase the proportion of the total network accessible\nby a broader range of heavy vehicles (including higher\nproductivity vehicles) through pre-approvals or under notice\narrangements\n2.1.3 Increase industry’s knowledge and awareness to facilitate\nconsistent, timely, productive and efficient outcomes\n2.2 Heavy vehicle access decisions 2.2.1 Enhance road manager capability and knowledge to support\nare timely, transparent, fairly access decisions and improve the turnaround time for access\nconsidered and are applied decisions\n Source: `corporate-plans/2017.pdf (https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf)`\n- They\ninform the NHVR Board’s six strategic The Hon Duncan Gay Sal Petroccitto\npriorities for the next year: Chair of the Board Chief Executive Officer\nOUR PURPOSE\nOur values\nWe provide leadership to, and work Our mission\ncollaboratively with, industry and partner\nThrough leadership and influence, we\nagencies to drive sustainable improvements\nadminister a statutory national system\nto safety, productivity and efficiency\nthat delivers consistent and streamlined\noutcomes across the Australian heavy regulatory services and administration to Customer Strong\nvehicle road transport sector. the Australian heavy vehicle road transport first partnerships\nsector, minimising regulatory burden while\nOur vision fostering greater safety and productivity.\n Source: `corporate-plans/2020.pdf (https://www.nhvr.gov.au/files/202006-1155-nhvr-corporate-plan-2020-2023.pdf)`\n\n### Role and Functions\n\n- [Page 42]\nE XECUTIVE\nLE ADERSHIP TE AM\nSal Petroccitto Leigh Pickering Paul Salvati\nChief Executive Officer Chief Corporate Officer Chief Operations Officer\nSal became Chief Executive Officer Leigh joined the NHVR in August Paul joined the NHVR in March\nof the NHVR in May 2014, bringing 2018 to take up the newly created 2019 to take up the position of Chief\nextensive knowledge of heavy position of Chief Corporate Officer, Operations Officer, with responsibility\nvehicle regulation to the role. with responsibility for finance, for the operational elements of\nhuman resources, procurement and our business, including on-road\nHe also has broad experience\nproperty, IT, business improvement operations, access permits, stakeholder\nacross state and local government,\nand innovation, legal services, and engagement and customer experience.\nhaving held senior leadership roles\n Source: `annual-reports/2018-19.pdf (https://www.nhvr.gov.au/files/201911-1120-nhvr-2018-19-annual-report-web.pdf)`\n- Highlights include:\n• Eight in ten clients (81 per cent) are satisfied with their dealings with us over the past 12 months, compared to\n69 per cent in 2015.\n• The perceived image of the NHVR, particularly among current clients – 80 per cent of clients rate their impressions\nof the NHVR as positive, which is an increase over the result in 2015 (65 per cent).\n• Our presence is growing, with an increasing awareness amongst the industry that the NHVR is the managing\nauthority for the HVNL (74 per cent 2017, 68 per cent 2015), as well as a rising awareness of our responsibility for\nheavy vehicle safety across Australia (62 per cent in 2017, 56 per cent in 2015).\n• awareness has increased in the broader road transport group of our role in regard to safety for heavy vehicles\nacross Australia (64 per cent in 2017 and 52 per cent in 2015).\n Source: `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)`\n- 2016–17\nPosition Responsibilities Contract Date End Date\nClassification Appointed\nChief Executive Officer Accountable to the Board of Directors for the overall Common law 19/05/2014\nmanagement and operation of the Regulator. contract\nExecutive Director Business Manages finance, procurement, audit, human resources, IT, Common law 14/03/2016\nServices facilities and project portfolio. contract\nExecutive Director Regulatory and Manages legal services, legal risk management and Common law 02/01/2013\nLegal Services compliance. contract\nExecutive Director Engagement & Manages intergovernmental relations, industry engagement, Common law 09/02/2015 05/07/2016\nPartnership communications, market and data analysis and industry contract\ncapability and capacity.\n Source: `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)`\n- Position Responsibilities 2017–18\nContract Date End Date\nClassification Appointed\nChief Executive Officer Accountable to the Board of Directors for the overall management and Common law 19/05/2014\noperation of the Regulator. contract\nExecutive Director Business Manages finance, procurement, audit, human resources, IT, facilities and the Common law 14/03/2016 09/03/2018\nServices (1) projects portfolio. contract\nExecutive Director Regulatory Manages legal services, legal risk management and compliance.\n Source: `annual-reports/2017-18.pdf (https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf)`\n- Community Services at Brisbane\nsupply chain and heavy vehicle As Assistant Under-Treasurer, City Council, where he led a multi-\noperators, and introducing the digital Queensland Treasury, her focus was disciplinary workforce of over 1,400\npermit system (the NHVR Portal). on assessing and developing major staff with a $380 million annual\npolicy initiatives, including setting operating budget, and responsibility\nand implementing the state’s fiscal for the city’s customer and regulatory\nagenda. services, community services and\ninfrastructure — a $1.5 billion asset\nportfolio incorporating more than\n600 leased/operational sites.\n Source: `annual-reports/2018-19.pdf (https://www.nhvr.gov.au/files/201911-1120-nhvr-2018-19-annual-report-web.pdf)`\n- Prior to joining the NHVR, Paul development and leadership\nwas the Divisional Manager of high-performing teams,\nLifestyle and Community and working with complex\nServices at Brisbane City stakeholders in the successful\nCouncil, where he led a delivery of organisational\nmulti-disciplinary workforce of goals across traditional and\nover 1,400 staff with a $380 social media, advertising and\nmillion annual operating marketing channels.\nbudget, and responsibility\nfor the city’s customer and\nregulatory services, community\nservices and infrastructure —\na $1.5 billion asset portfolio\nincorporating more than 600\nleased/operational sites.\n Source: `annual-reports/2019-20.pdf (https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf)`\n\n### Strategic Priorities\n\n- [Page 2]\n2\n2202–9102\nnalP\netaroproC\nRVHN\nFOREWORD\nWe are pleased to present the NHVR Through comprehensive industry\nCorporate Plan 2019–2022, in line with the engagement and by working closely with\nHeavy Vehicle National Law Act 2012 (Qld). state and territory regulatory partners, we\nwill reinforce our position as a leader and\nThis plan outlines our strategic priorities\ntrusted authority in pursuing improvements\nand reform agenda for the nation’s heavy\nin heavy vehicle safety and productivity.\nvehicle road transport sector over the next\nthree years.\n Source: `corporate-plans/2019.pdf (https://www.nhvr.gov.au/files/201907-1085-nhvr-corporate-plan-2019-2022.pdf)`\n- [Page 2]\nHEAVY VEHICLE SAFETY STRATEGY ACTION PLAN 2021‒22\nSTRATEGY THEME STRATEGY PRIORITY ACTION DELIVERABLE\nCreate positive Support industry to manage human Promote uptake of safer fatigue risk 1.\n Source: `strategies/202111-1276-hv-safety-strategy-action-plan-2021-25.pdf (https://www.nhvr.gov.au/files/202111-1276-hv-safety-strategy-action-plan-2021-25.pdf)`\n- Objective 2: Partner with local\nFurther, successful delivery of some\ngovernment to build capability\nactions may also be subject to funding\nObjective 3: Promote safer and more availability.\nproductive heavy vehicles that are better\nA consolidated list of actions, ordered\nfor the environment and communities\nby short-, medium- and long-term\nEach objective contains goals that are deliverables, is located on pages 8‒9,\nkey elements to delivering on the intent of with the priority actions indicated.\nthe Plan.\n Source: `other-pdfs/202008-1171-heavy-vehicle-productivity-plan-2020-2025.pdf (https://www.nhvr.gov.au/files/202008-1171-heavy-vehicle-productivity-plan-2020-2025.pdf)`\n- Objectives and strategies\nObjectives Strategies\nWhat we want to achieve How we will achieve them\n3.1 The use of higher productivity 3.1.1 Improve the level of access for higher productivity vehicles\nvehicles is increased in order to\nminimise the impact of heavy\nvehicles on the environment\n3.2 Heavy vehicle access to the 3.2.1 Work with road managers to preserve their assets in\nnational network is sustainable accordance with their lifespan, while seeking higher\nand optimises network productivity\nperformance 3.2.2 Ensure key stakeholders and partners are well informed\nof their roles in delivering sustainable access to network\ninfrastructure\n3.2.3 Seek to influence national heavy vehicle-related infrastructure\npriorities to address critical bottlenecks and optimise network\nproductivity\n3.3 The heavy vehicle industry 3.3.1 Determine the current state of environmental performance\n Source: `corporate-plans/2017.pdf (https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf)`\n- The NHVR 2.1 Heavy vehicles are Increased proportion of network 40% increase in pre-approvals\nfacilitates the operating on road accessible by restricted access vehicles annually\nefficient operation networks through an (including higher productivity vehicles), 20% increase in updates of\nof regulated entities efficient, consistent by pre-approvals and gazettals gazetted networks annually\nand productive\nValid applications are processed and 90% of applications that\nframework\nroad manager consent is sought in a require road manager consents\ntimely manner are progressed within one\nbusiness day\nReduce the number of heavy vehicle 10% reduction in heavy vehicle\npermits as a result of new notices permits annually\n2.2 Heavy vehicle Road managers are reminded of their 100% of Road Managers\naccess decisions are responsibilities about their consent to are followed up about their\n Source: `corporate-plans/2017.pdf (https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf)`\n- Their The Hon Duncan Gay Sal Petroccitto\nmanagement practices are just as powerful\ndedication, skills and experience will ensure Chair of the Board Chief Executive Officer\nas enforcement, and we will increase our\nOUR BUDGET\nChallenges and risks\nFY2021–22 FY2022–23 FY2023–24\nBy implementing the strategies and ($000) ($000) ($000)\nachieving the deliverables detailed in this\nRevenue\nplan, we will manage our key strategic\nRegulatory income1 161,091 165,924 170,901\nchallenges and risks.\n Source: `corporate-plans/2021.pdf (https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf)`\n- In less than\nto assist road managers participating\n12 months, we have already made\nWorking closely with local government in the PBS network for level 1 or 2A\nsignificant progress in these key areas\nwas our top priority over the past year, vehicles.\nas evidenced by the following initiatives:\nas they manage 657,000km or 80 per\n– A 47 per cent reduction of vehicle\ncent of Australia’s road network.\n Source: `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)`\n- [Page 22]\nKey result area: Sustainability\n8102–7102\ntropeR\nlaunnA\nRVHN\nKey result area: Sustainability\nObjectives Strategies\n3.1 The use of higher-productivity 3.1.1 Improve the level of access for higher-productivity vehicles\nvehicles is increased in order to\nminimise the impact of heavy\nvehicles on the environment\n3.2 Heavy vehicle access to the 3.2.1 Work with road managers to preserve their assets in accordance with their lifespan, while seeking\nnational network is sustainable higher productivity\nand optimises network\n3.2.2 Ensure key stakeholders and partners are well informed of their roles in delivering sustainable\nperformance\naccess to network infrastructure\n3.2.3 Seek to influence national heavy-vehicle-related infrastructure priorities to address critical\nbottlenecks and optimise network productivity\n3.3 The heavy vehicle industry 3.3.\n Source: `annual-reports/2017-18.pdf (https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf)`\n- [Page 17]\n17\n91–8102\nTROPER\nLAUNNA\nRVHN\nContinually pursuing effective Steering industry to safer operations Providing support to meet new\ninitiatives that will improve CoR requirements\nA primary focus for the NHVR is the\nnational heavy vehicle road development of a regulatory framework\nOn 1 October 2018, amendments to CoR\nsafety outcomes is the number that supports the heavy vehicle industry\nprovisions in the HVNL were implemented,\nin managing its risks to deliver positive\none priority for the road aligning the HVNL more closely with duties\nsafety outcomes.\n Source: `annual-reports/2018-19.pdf (https://www.nhvr.gov.au/files/201911-1120-nhvr-2018-19-annual-report-web.pdf)`\n- April 2019 Wake-up Fatigue All except NT 4,338 11,931\nThe NSCN expands the national heavy\nJanuary 2019 Fido Truck and dog QLD 37 74 vehicle monitoring capability, adding\nroadworthiness cameras to existing networks and\nimproving identification and visibility of\nFebruary 2019 Long Run 1 Cross-border HVNL SA and WA 178 499\nheavy vehicle movements across borders.\ncompliance\nCameras have now been installed at\nFebruary 2019 Metro HVNL and SA 167 371\n11 priority locations (seven in Victoria, three\nExplorer roadworthiness\nin Queensland and one in the ACT).\n Source: `annual-reports/2018-19.pdf (https://www.nhvr.gov.au/files/201911-1120-nhvr-2018-19-annual-report-web.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 85]\n84\n7102–6102\ntropeR\nlaunnA\nReporting requirements\nRequirement Reference Pages\nHeavy Vehicle National Law Act 2012 (Qld)\nFinancial statements s693(2)(a)(i) 55–74\nStatement of actual performance against the National Performance Measures (Standards and Indicators) s693(2)(a)(ii) 35–40\nStatement of exceptions where the National Performance Measures (Standards and Indicators were not achieved s693(2)(a)(iii) 35–40\nStatement of trend analysis relating to performance measured against the National Performance Measures s693(2)(a)(iv) 35–40\n(Standards and Indicators)\nStatement of the outcome of consultation strategies and activities, including a summary of industry comments s 693(2)(a)(v) 49–50\nStatement of the achievements attained in implementing, and the challenges encountered in implementing the Regulator’s s 693(2)(a)(vi) 7–8, 13–34\nobjectives stated in the Corporate Plan\n Source: `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)`\n- The report must include the following matters:\nHVNL reporting requirements Reference Pages\nFinancial statements s.693(2)(i) 47\nStatement of actual performance against the National Performance Measures (Standards and Indicators) outlined s.693(2)(ii) 28–31\nin the current corporate plan\nStatement of exceptions where the National Performance Measures (Standards and Indicators) were not achieved s.693(2)(iii) 28–31\nStatement of trend analysis relating to performance measured against the National Performance Measures s.693(2)(iv) 28–31\n(Standards and Indicators)\nStatement of the outcome of consultation strategies and activities, including a summary of industry comments s.693(2)(v) 14–16,\n40–45\nStatement of the achievements attained in implementing, and the challenges encountered in implementing, the s.693(2)(vi) 6, 7, 9,\nRegulator’s objectives stated in the current corporate plan 10–31\n Source: `annual-reports/2017-18.pdf (https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf)`\n- [Page 34]\n34\n91–8102\nTROPER\nLAUNNA\nRVHN\nPERFORMANCE AGAINST\nNATIONAL PERFORMANCE MEASURES\nWe have used the following symbols in the performance tables to\nillustrate our progress against our initiatives and indicators:\nAchieved In progress Not achieved\nPerformance standard Annual indicator Status Page\nIncreased proportion of network 40% increase in pre-approvals annually\naccessible by restricted access A total of 2,426 1 pre-approvals were in place at 30 June 2019 — a 20% increase from 9, 24,\nvehicles (including higher- 2017–18.\n Source: `annual-reports/2018-19.pdf (https://www.nhvr.gov.au/files/201911-1120-nhvr-2018-19-annual-report-web.pdf)`\n- The report must include the following matters:\nHVNL reporting requirements Reference Pages\nThe financial statements that have been audited by\ns.693(2)(a)(i) 48–63\nan auditor decided by the responsible Ministers\nA statement of actual performance measured\nagainst the National Performance Measures\ns.693(2)(a)(ii) 36–39\n(Standards and Indicators) outlined in the current\ncorporate plan\nA statement of exceptions where the National\nPerformance Measures (Standards and Indicators)\ns.693(2)(a)(iii) 36–39\nwere not achieved, including a statement of issues\nthat impacted on the achievement of the measures\nA statement of trend analysis relating to\nperformance measured against the National s.693(2)(a)(iv) 36–39\nPerformance Measures (Standards and Indicators)\nA statement of the outcome of consultation\n17–21, 24–25,\nstrategies and activities, including a summary of s.693(2)(a)(v)\n27–29, 31, 33\n Source: `annual-reports/2019-20.pdf (https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf)`\n- While this\nAs at 30 June 2021, we employed 468 people across the ACT,\nwas marginally below our target of 75%, we were still pleased\nQueensland, New South Wales, South Australia, Tasmania and\nwith this result as, despite the impacts of the COVID-19 pandemic\nVictoria – an increase of 11% from 420 in June 2020.\n Source: `annual-reports/2020-21.pdf (https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf)`\n- Performance Standard Indicators Target Result Target met Page\nCrashes, fatalities and injuries Compliance rate of different industry sectors Baseline See n/a 72\nAppendix B\nresulting from unsafe operations\nreduce due to improved Rate of recidivist offending 6 Baseline 1.7% n/a 26\ncompliance with safety\nrequirements across the supply\nNumber of supply chain prosecutions 7 Baseline 15 n/a 27\nchain.\n Source: `annual-reports/2020-21.pdf (https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf)`\n- There is increased adoption of Percentage of respondents to the NHVR's\nbiennial industry safety survey who indicate Survey was not\nrisk and safety management – 29\nthey have a basic Safety Management System scheduled for 2020–21\nsystems by industry.\nin their business\nNumber of operators accredited under\n5%↑ 20%↑ 31\nAdvanced Fatigue Management in the NHVAS\nNote: Statistics in National Performance Measure tables are rounded.\n Source: `annual-reports/2020-21.pdf (https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf)`\n- Performance Standard Indicators Target Result Target met Page\nRegulatory burden is reduced Number of national notices issued 13 2%↑ 30%↑ 37\nthrough pre-approvals and\ngazette notices to reduce Number of new notices issued 14 2%↑ 3.5%↑ 37\npermit requirements and\nincrease heavy vehicle industry\nNet kilometres covered by gazetted networks 15 2%↑ 3%↑ 37\nproductivity.\n Source: `annual-reports/2020-21.pdf (https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf)`\n- Performance Standard Indicators Target Result Target met Page\nThe number of heavy vehicle Net increase in the number of PBS vehicles 19 2%↑ 21%↑ 42\nmovements is minimised, and\nenvironmental and infrastructure Net increase in kilometres of gazetted PBS\nimpacts are reduced, through networks (Levels 1 and 2) 20 2%↑ 3.3%↑ 44\nadoption of safer, cleaner and\nmore efficient heavy vehicles.\n Source: `annual-reports/2020-21.pdf (https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf)`\n- The report must include the following matters:\nHVNL reporting requirements Reference Pages\nThe financial statements that have been audited by an auditor decided by the responsible Ministers s.693(2)(a)(i) 56–69\nA statement of actual performance measured against the National Performance Measures (Standards and Indicators)\ns.693(2)(a)(ii) 26, 36, 42, 48\noutlined in the current corporate plan\nA statement of exceptions where the National Performance Measures (Standards and Indicators) were not achieved,\ns.693(2)(a)(iii) 22\nincluding a statement of issues that impacted on the achievement of the measures\nA statement of trend analysis relating to performance measured against the National Performance Measures (Standards\ns.693(2)(a)(iv) 26, 36, 42, 48\nand Indicators)\n9, 29–32, 36–39, 44–46,\n Source: `annual-reports/2020-21.pdf (https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf)`\n- [Page 15]\n14\n1202–8102\nnalP\netaroproC\nNational Performance Key Result Performance Standard Annual Indicator\nMeasure Area\n3.\n Source: `corporate-plans/2018.pdf (https://www.nhvr.gov.au/files/201806-0843-nhvr-corporate-plan-2018-2021.pdf)`\n- [Page 14]\n13\n7102–6102\ntropeR\nlaunnA\n02 Report on\nperformance\nThis section of our report\nprovides a detailed account of\nour performance in 2016–17 and\nhow it contributed to achieving\nour corporate goals and our\nnational performance measure\noutcomes.\n Source: `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)`\n- Performance Standard Indicators Target Result Target met Page\nThe NHVR uses productive, innovative\nCustomer satisfaction with the NHVR Portal Baseline 72% n/a 49\nand safe business practices to\nsupport the operation and growth of\nCustomer satisfaction with the NHVR website Baseline 63% n/a 53\nthe heavy vehicle industry.\n Source: `annual-reports/2020-21.pdf (https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf)`\n- The NHVR 2.1 Heavy vehicles are Increased proportion of network 40% increase in pre-approvals\nfacilitates the operating on road accessible by restricted access vehicles annually\nefficient operation networks through an (including higher productivity vehicles), 20% increase in updates of\nof regulated entities efficient, consistent by pre-approvals and gazettals gazetted networks annually\nand productive\nValid applications are processed and 90% of applications that\nframework\nroad manager consent is sought in a require road manager consents\ntimely manner are progressed within one\nbusiness day\nReduce the number of heavy vehicle 10% reduction in heavy vehicle\npermits as a result of new notices permits annually\n2.2 Heavy vehicle Road managers are reminded of their 100% of Road Managers\naccess decisions are responsibilities about their consent to are followed up about their\n Source: `corporate-plans/2017.pdf (https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $380 million, $1.5 billion, 380 million, 1.5 billion | Community Services at Brisbane\nsupply chain and heavy vehicle As Assistant Under-Treasurer, City Council, where he led a multi-\noperators, and introducing the digital Queensland Treasury, her focus was disciplinary workforce of over 1,400\npermit system (the NHVR Portal). on assessing and developing major staff with a $380 million annual\npolicy initiatives, including setting operating budget, and responsibility\nand implementing the state’s fiscal | `annual-reports/2018-19.pdf (https://www.nhvr.gov.au/files/201911-1120-nhvr-2018-19-annual-report-web.pdf)` |\n| $380 , $1.5 billion, 1,400 staff, 1.5 billion | Prior to joining the NHVR, Paul development and leadership\nwas the Divisional Manager of high-performing teams,\nLifestyle and Community and working with complex\nServices at Brisbane City stakeholders in the successful\nCouncil, where he led a delivery of organisational\nmulti-disciplinary workforce of goals across traditional and\nover 1,400 staff with a $380 social media, advertising and\nmillion annual operating marketing channels.\nbudget, and resp | `annual-reports/2019-20.pdf (https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf)` |\n| $380 million, $1.5 billion, 1,400 staff, 380 million, 1.5 billion | Council, where he led a\nmulti-disciplinary workforce of\nmore than 1,400 staff with a\n$380 million annual operating\nbudget, and responsibility\nfor the city’s customer and\nregulatory services, community\nservices and infrastructure —\na $1.5 billion asset portfolio\nincorporating more than\n600 leased/operational sites. | `annual-reports/2020-21.pdf (https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf)` |\n| $000 , $000 | [Page 58]\n57\n7102–6102\ntropeR\nlaunnA\nFinancial Statements for year ended 30 June 2017\nStatement of Profit or Loss and Other Statement of Financial position as at\nComprehensive Income for year ended 30 June 2017\n30 June 2017\nNote 2017 2016 Note 2017 2016\n$000 $000 $000 $000\nIncome from continuing operations Assets\nRegulatory income 2 148,869 135,000 Current assets\nOther contributions 3 3,852 6,985 Cash and cash equivalents 25 32,057 33,914\nFee inc | `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)` |\n| $382,710 , $000 | Fair value adjustment - 3\nOther contributions - (6,985)\nInterest expense in 2016–17 of $382,710 has been recognised\nin relation to interest bearing loans from participating state and Finance costs (amortisation of fair value and 383 1,679\nterritory government agencies (refer to Note 10). interest expense on loans)\nNet loss on disposal of plant and equipment 36 155\nReconciliation of total loan funding received to balance\nof loan liabilities Deprec | `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)` |\n| $000 | [pages 67,68,69]\n06 2,458\n2017 2016 2 ,725 (2,691)\n$000 $000 Change in assets and liabilities\nTotal loan liabilities opening balance 12,241 18,402 Change in trade receivables - interest (61) 108\nInterest expense 383 402 Change in trade receivables - net GST receivable (1,621) 1,530\nAmortisation (finance cost) of fair value - 1,280 Change in other receivables (20,150) (7,970)\nadjustments Change in other assets (105) 46\n12,624 20,084 Change in asse | `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)` |\n| $65 million, 65 million | Using the RAVRAT results in the\nof fuel in 2016, which in turn reduced tested and validated with the support consistent application of a heavy vehicle\ncarbon dioxide emissions by around of jurisdictions and the development of route assessment process across local\n250,000 tonnes annually the Safety and Compliance Regulatory government areas, facilitating certainty\n• less impact on road assets compared Platform (see page 26). of operations for indu | `annual-reports/2017-18.pdf (https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf)` |\n| $000 , $000 | Change in assets (1,957) 17,193\nReconciliation of total loan funding received to balance Change in trade and other payables 723 (17,832)\nof loan liabilities\nChange in accrued employee benefits 1,895 697\n2019 2018 Change in unearned revenue (1,318) 1,524\n$000 $000 Change in liabilities 1,301 (15,611)\nTotal loan liabilities opening balance 7,970 12,034 Net cash inflows / (outflows) from operating\nInterest expense 296 358 activities 23,028 14,033\nAm | `annual-reports/2018-19.pdf (https://www.nhvr.gov.au/files/201911-1120-nhvr-2018-19-annual-report-web.pdf)` |\n| $542,136 , $3,437,864 | The Regulator\nspecific capital grant.\nsubsequently depreciated the right-of-use asset and recognised an\nAs at 30 June 2020, $542,136 revenue has been recognised and\ninterest expense on the lease liability.\n$3,437,864 remains in unearned revenue. | `annual-reports/2019-20.pdf (https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf)` |\n| $13,731,650 | Adjusted for\nDepreciation and amortisation 9,069 5,653\nNote 17: Trade and other payables\n9,069 5,653\nChange in assets and liabilities\nTrade payables 2,332 654\nChange in trade receivables – interest (161) 71\nOther payables Change in trade receivables – net GST receivable 1,204 (1,461)\nAccrued expenses (1) 16,904 1,419 Change in other receivables (11,299) (1,362)\nOther payables 279 368 Change in other assets (463) (993)\n17,183 1,787 Change in asset | `annual-reports/2020-21.pdf (https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf)` |\n| $000 | [Page 15]\n14\n0202–7102\nnalP\netaroproC\nProposed 2017–2020 budget\nFY17–18 FY18–19 FY19–20\n($000) ($000) ($000)\nRevenue\nRegulatory Income 148,000 148,000 148,000\nAccreditation fees for service (NHVAS) 2,015 2,400 2,400\nAccess fees for service 675 675 675\nTotal 150,690 151,075 151,075\nLess:\nExpenditure\nService agreement payments2 86,095 86,095 86,095\nIntelligence Access Program recoverable from jurisdictions3 (1,243) (1,243) (1,243)\nSouth Australia d | `corporate-plans/2017.pdf (https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf)` |\n| $000 | [Page 16]\nOur budget\nFY18–19 FY19–20 FY20–21\n($000) ($000) ($000)\nRevenue\nRegulatory income 148,953 148,953 151,852\nAccreditation fees for service (NHVAS) 2,400 2,400 2,400\nAccess fees for service 675 675 675\nRegulatory Platform revenue 5,000 5,000 5,000\nTotal 157,028 157,028 159,927\nLess:\nExpenditure\nService agreement payments 95,100 95,100 95,100\nLoan repayments to participating states and territories 1,871 2,340 1,178\nOperating costs of the NH | `corporate-plans/2018.pdf (https://www.nhvr.gov.au/files/201806-0843-nhvr-corporate-plan-2018-2021.pdf)` |\n| $000 | [Page 11]\n11\n2202–9102\nnalP\netaroproC\nRVHN\nOUR BUDGET\nFY2019–20 FY2020–21 FY2021–22\n($000) ($000) ($000)\nRevenue\nRegulatory income 1 153,500 156,399 156,399\nAccreditation fees for service 3,524 3,867 3,923\n(NHVAS)\nAccess fees for service 3,641 3,869 3,880\nOther revenue 2 6,359 6,156 6,262\nRegulatory Platform revenue 5,000 – –\nTotal 172,024 170,291 170,464\nLess:\nExpenditure\nService agreement payments 3 81,753 22,772 22,772\nOperating costs and proj | `corporate-plans/2019.pdf (https://www.nhvr.gov.au/files/201907-1085-nhvr-corporate-plan-2019-2022.pdf)` |\n| $000 | OUR BUDGET\nFY2020–21 FY2021–22 FY2022–23\n($000) ($000) ($000)\nRevenue\nSUSTAINABILITY\nRegulatory income1 156,399 161,091 165,924\nAccreditation fees for service (NHVAS) 3,867 3,983 4,103\nManage the impact of heavy\nAccess fees for service 4,088 4,210 4,336\nvehicles on the environment, road\ninfrastructure and public amenity. | `corporate-plans/2020.pdf (https://www.nhvr.gov.au/files/202006-1155-nhvr-corporate-plan-2020-2023.pdf)` |\n| $000 | Their The Hon Duncan Gay Sal Petroccitto\nmanagement practices are just as powerful\ndedication, skills and experience will ensure Chair of the Board Chief Executive Officer\nas enforcement, and we will increase our\nOUR BUDGET\nChallenges and risks\nFY2021–22 FY2022–23 FY2023–24\nBy implementing the strategies and ($000) ($000) ($000)\nachieving the deliverables detailed in this\nRevenue\nplan, we will manage our key strategic\nRegulatory income1 161,091 1 | `corporate-plans/2021.pdf (https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf)` |\n| $000 , $000 | [Page 59]\n58\n7102–6102\ntropeR\nlaunnA\nStatement of Changes in Equity for year ended Statement of Cash Flows for year ended\n30 June 2017 30 June 2017\nAccumulated surplus Total Note 2017 2016\n$000 $000 $000 $000\nBalance as at 1 July 2015 2,805 2,805 Cash flows from operating activities\nOperating result from continuing operations 18,485 18,485 Inflows:\nBalance as at 30 June 2016 21,290 21,290 Regulatory income 128,388 128,218\nOther contributions 3,85 | `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)` |\n\n## Key Achievements\n\n- [Page 17]\n16\n0202–7102\nnalP\netaroproC\nHeavy Vehicle National Law Act 2012 (Qld)\nExtract from Chapter 12, Part 12.3, Division 2, s695, Corporate Plans\n(1) The Regulator must, on an annual basis, prepare (d) Identify the challenges and risks that the\nand give to responsible Ministers for approval by Regulator reasonably believes may have a\nthe Ministers a corporate plan for each three year significant impact, during the 3 year period,\nperiod on –\n(2) The corporate plan must – (i) The Regulator’s ability to implement the\n(a) Outline the Regulator’s objectives for the three Regulator’s objectives; and\nyear period; and (ii) The achievement of the objective of this\n(b) State how the Regulator’s objectives will be Law; and\nimplemented during the three year period; and (iii) The exercise of the Regulator’s functions;\n(c) Contain a statement outlining the National and\n Source: `corporate-plans/2017.pdf (https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf)`\n- [Page 18]\n17\n1202–8102\nnalP\netaroproC\nHeavy Vehicle National Law Act 2012 (Qld)\nExtract from Chapter 12, Part 12.3, Division 2, s695, Corporate Plans\n(1) The Regulator must, on an annual basis, prepare and give to responsible Ministers for approval by the Ministers\na corporate plan for each three year period\n(2) The corporate plan must –\n(a) Outline the Regulator’s objectives for the three year period; and\n(b) State how the Regulator’s objectives will be implemented during the three year period; and\n(c) Contain a statement outlining the National Performance Measures (Standards and Indicators), determined by\nthe Regulator under subsection (4), for the three year period, including (but not limited to) annual measures\nfor each of the three years specifying –\n(i) The standards expected to be complied with for each year; and\n Source: `corporate-plans/2018.pdf (https://www.nhvr.gov.au/files/201806-0843-nhvr-corporate-plan-2018-2021.pdf)`\n- Communication 1.3 The heavy vehicle Joint safety initiatives with industry, Number of joint safety initiatives\nwith the heavy industry is capable partner agencies and other key established\nvehicle industry is and committed to stakeholders are established and are 80% industry participant\nclear, targeted and facilitating a strong effective satisfaction with initiative\neffective safety culture effectiveness\nConsistent and quality messaging in Number of educational\nrelation to safety management systems, activities developed and\nperformance standards and effective risk implemented\nmanagement has been delivered Sample survey indicates\nintended messaging was\nsuccessful\n4.4 Strong Increased level of positive feedback from 80% industry respondents to\nstakeholder and industry participants, road managers customer survey report above\n Source: `corporate-plans/2017.pdf (https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf)`\n- Key highlights and achievements for the NHVR during the reporting period include:\n• successful transition of heavy vehicle on-road services in the Australian Capital Territory and Victoria to\nthe NHVR, with formal planning undertaken to progress the transition of services in New South Wales\n• ongoing support to industry in the face of the bushfire crisis and COVID-19 pandemic, including waiving\nincreases to NHVR access, accreditation, written work diary and escort fees until January 2021\n• launch of the NHVR’s Vehicle Safety and Environmental Technology Update Plan, which will encourage\nmanufacturers and operators to adopt new safety and environmental technologies\n• establishment of the National Policy and Strategy Group to guide national policy and strategy for heavy\nvehicle regulation\n Source: `annual-reports/2019-20.pdf (https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf)`\n- Consistent and quality messaging in Number of educational activities developed and implemented\nrelation to safety management systems, We delivered 156 CoR/SMS educational sessions, with an accompanying awareness 17, 43\nperformance standards and effective risk campaign.\nmanagement has been delivered\nSample survey indicates intended messaging was successful\nA safety survey of 1,500 industry participants conducted in April 2018 found that 82% of 17\nthose surveyed reported being aware of the changes to the law around CoR.\n Source: `annual-reports/2017-18.pdf (https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf)`\n- Where\npayment has been received for services not yet completed or in\nRoads and Maritime Services (NSW) 42,700 37,886\nprogress as at reporting date they are recognised as unearned\nTransport and Main Roads (Qld) 42,769 38,530 revenue until such time as the service is completed.\n Source: `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)`\n- Project will progress in 2018–19\nand Rural Transporters feasibility of user-pay loading and unloading infrastructure for\nAssociation livestock\nBus Industry Confederation Develop national standard for school bus light systems Working committee formed, research undertaken and drafting\nof standards underway\nBus Industry Confederation Develop bus fire evacuation protocol as a practical training tool for Draft protocol completed and undergoing review\ndrivers and managers\nCaravan Industry Association Educate caravaners and RV travellers about the appropriate use of Campaign to be launched in Gippsland in 2018–19\nof Australia rest stops\nHeavy Vehicle Compliance Expand NSCN Cameras installed at two new sites in Queensland and one in\nMonitoring Network Victoria (see page 15)\n Source: `annual-reports/2017-18.pdf (https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf)`\n- Performance standard Indicators Status Page\nConsistent national Delivery of the Heavy Vehicle Freight Access Strategy and five-year action plan\nproductivity priorities We completed the Heavy Vehicle Productivity Plan 2020–2025 (formerly titled the Heavy Vehicle Freight Access\n25\nacross supply chain Strategy) and integrated five-year action plan in June 2020, for submission to the NHVR Board at its July\nfocused on improved meeting.\neconomic outcomes\nIncreased network access on key freight routes (including first and last mile access) and adoption of\neffective technology\nDuring the year, we delivered the following initiatives:\n• Return of Delegations Project completed\n23–25\n• National Class 2 Road Train Authorisation Notice 2020 introduced\n• SLGAAP pilot commenced.\n Source: `annual-reports/2019-20.pdf (https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf)`\n- Net increase in number of road manager\n2%↑ 31%↑ 37\npre-approvals 16\nNHVR’s average turnaround times for permit\n2%↓ 18%↓ 37\napprovals 17\nIndustry feedback helps plot route to a more- Of the plan’s 31 actions, by the end of 2020–21, we had delivered\nproductive heavy vehicle road transport sector nine, 10 were in progress, 11 had been incorporated into our day-\nto-day business, and one is scheduled to start after 2023.\n Source: `annual-reports/2020-21.pdf (https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf)`\n- Objectives and strategies\nObjectives Strategies\nWhat we want to achieve How we will achieve them\n3.1 The use of higher productivity 3.1.1 Improve the level of access for higher productivity vehicles\nvehicles is increased in order to\nminimise the impact of heavy\nvehicles on the environment\n3.2 Heavy vehicle access to the 3.2.1 Work with road managers to preserve their assets in\nnational network is sustainable accordance with their lifespan, while seeking higher\nand optimises network productivity\nperformance 3.2.2 Ensure key stakeholders and partners are well informed\nof their roles in delivering sustainable access to network\ninfrastructure\n3.2.3 Seek to influence national heavy vehicle-related infrastructure\npriorities to address critical bottlenecks and optimise network\nproductivity\n3.3 The heavy vehicle industry 3.3.1 Determine the current state of environmental performance\n Source: `corporate-plans/2017.pdf (https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf)`\n- Strong stakeholder • Communications Stakeholders are • 80% industry respondents to\nand partner management work program able to meaningfully customer survey report above\nrelationships facilitate • Industry stakeholder contribute to regulatory average satisfaction.\nachievement of management work program outcomes through • Feedback mechanisms are 100%\nimproved regulatory • Industry training program open consultation operational.\noutcomes. • Intergovernmental (transport, and communication • 100% of formal actions arising\nroad authorities and policing channels. from stakeholder forums are\nagencies) stakeholder implemented.\nmanagement work program\nThe NHVR is open and • Advice and guidance is widely\nresponsive to requests available to stakeholders, with\nand feedback on its feedback mechanisms in place\nregulatory activities, to support and inform continuous\napproaches and improvement.\nservices.\n Source: `corporate-plans/2018.pdf (https://www.nhvr.gov.au/files/201806-0843-nhvr-corporate-plan-2018-2021.pdf)`\n- [Page 4]\n4\n2202–9102\nnalP\netaroproC\nRVHN\nNHVR KEY ACHIEVEMENTS\nSince we were established in 2013, we have made significant progress in advancing\nregulatory reform for heavy vehicle safety, productivity and sustainability.\n Source: `corporate-plans/2019.pdf (https://www.nhvr.gov.au/files/201907-1085-nhvr-corporate-plan-2019-2022.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 17]\n16\n0202–7102\nnalP\netaroproC\nHeavy Vehicle National Law Act 2012 (Qld)\nExtract from Chapter 12, Part 12.3, Division 2, s695, Corporate Plans\n(1) The Regulator must, on an annual basis, prepare (d) Identify the challenges and risks that the\nand give to responsible Ministers for approval by Regulator reasonably believes may have a\nthe Ministers a corporate plan for each three year significant impact, during the 3 year period,\nperiod on –\n(2) The corporate plan must – (i) The Regulator’s ability to implement the\n(a) Outline the Regulator’s objectives for the three Regulator’s objectives; and\nyear period; and (ii) The achievement of the objective of this\n(b) State how the Regulator’s objectives will be Law; and\nimplemented during the three year period; and (iii) The exercise of the Regulator’s functions;\n(c) Contain a statement outlining the National and\n Source: `corporate-plans/2017.pdf (https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf)`\n- [Page 18]\n17\n1202–8102\nnalP\netaroproC\nHeavy Vehicle National Law Act 2012 (Qld)\nExtract from Chapter 12, Part 12.3, Division 2, s695, Corporate Plans\n(1) The Regulator must, on an annual basis, prepare and give to responsible Ministers for approval by the Ministers\na corporate plan for each three year period\n(2) The corporate plan must –\n(a) Outline the Regulator’s objectives for the three year period; and\n(b) State how the Regulator’s objectives will be implemented during the three year period; and\n(c) Contain a statement outlining the National Performance Measures (Standards and Indicators), determined by\nthe Regulator under subsection (4), for the three year period, including (but not limited to) annual measures\nfor each of the three years specifying –\n(i) The standards expected to be complied with for each year; and\n Source: `corporate-plans/2018.pdf (https://www.nhvr.gov.au/files/201806-0843-nhvr-corporate-plan-2018-2021.pdf)`\n- [Page 48]\n47\n7102–6102\ntropeR\nlaunnA\nRisk management A total of 36 findings and 40 Code of conduct\nrecommendations were handed down for\nThe identification, analysis, treatment, management action from three of the four Everyone working for us must comply with\nmonitoring and review of risk are audit reports received by the Regulator our Code of Conduct.\n Source: `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)`\n- The report must include the following matters:\nHVNL reporting requirements Reference Pages\nThe financial statements that have been audited by\ns.693(2)(a)(i) 48–63\nan auditor decided by the responsible Ministers\nA statement of actual performance measured\nagainst the National Performance Measures\ns.693(2)(a)(ii) 36–39\n(Standards and Indicators) outlined in the current\ncorporate plan\nA statement of exceptions where the National\nPerformance Measures (Standards and Indicators)\ns.693(2)(a)(iii) 36–39\nwere not achieved, including a statement of issues\nthat impacted on the achievement of the measures\nA statement of trend analysis relating to\nperformance measured against the National s.693(2)(a)(iv) 36–39\nPerformance Measures (Standards and Indicators)\nA statement of the outcome of consultation\n17–21, 24–25,\nstrategies and activities, including a summary of s.693(2)(a)(v)\n27–29, 31, 33\n Source: `annual-reports/2019-20.pdf (https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf)`\n- The report must include the following matters:\nHVNL reporting requirements Reference Pages\nThe financial statements that have been audited by an auditor decided by the responsible Ministers s.693(2)(a)(i) 56–69\nA statement of actual performance measured against the National Performance Measures (Standards and Indicators)\ns.693(2)(a)(ii) 26, 36, 42, 48\noutlined in the current corporate plan\nA statement of exceptions where the National Performance Measures (Standards and Indicators) were not achieved,\ns.693(2)(a)(iii) 22\nincluding a statement of issues that impacted on the achievement of the measures\nA statement of trend analysis relating to performance measured against the National Performance Measures (Standards\ns.693(2)(a)(iv) 26, 36, 42, 48\nand Indicators)\n9, 29–32, 36–39, 44–46,\n Source: `annual-reports/2020-21.pdf (https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf)`\n- The Coroner made two recommendations: and as part of our ongoing commitment\n– that the NHVR and TMR consider if Tables B.2 and B.3 on page 65 provide to our employees, during the year the\nthere should be enhanced education details of employees by employment type, employee salary packaging scheme was\nand guidelines to ensure that persons classification and gender. renegotiated and expanded to include\nperforming heavy vehicle inspections additional benefits, such as public transport\nare aware of the risks involved in not Staff training and development travel and professional membership fees.\nhaving clean components when they\nOur ability to attract and retain highly\nperform a visual check Wellness\nskilled and experienced people remains\n– that, in the process of revising\ncritical to achieving our vision and In 2017–18, we coordinated a number of\nthe current MOU between the\n Source: `annual-reports/2017-18.pdf (https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf)`\n- Their The Hon Duncan Gay Sal Petroccitto\nmanagement practices are just as powerful\ndedication, skills and experience will ensure Chair of the Board Chief Executive Officer\nas enforcement, and we will increase our\nOUR BUDGET\nChallenges and risks\nFY2021–22 FY2022–23 FY2023–24\nBy implementing the strategies and ($000) ($000) ($000)\nachieving the deliverables detailed in this\nRevenue\nplan, we will manage our key strategic\nRegulatory income1 161,091 165,924 170,901\nchallenges and risks.\n Source: `corporate-plans/2021.pdf (https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf)`\n- 2016–17\nPosition Responsibilities Contract Date End Date\nClassification Appointed\nChief Executive Officer Accountable to the Board of Directors for the overall Common law 19/05/2014\nmanagement and operation of the Regulator. contract\nExecutive Director Business Manages finance, procurement, audit, human resources, IT, Common law 14/03/2016\nServices facilities and project portfolio. contract\nExecutive Director Regulatory and Manages legal services, legal risk management and Common law 02/01/2013\nLegal Services compliance. contract\nExecutive Director Engagement & Manages intergovernmental relations, industry engagement, Common law 09/02/2015 05/07/2016\nPartnership communications, market and data analysis and industry contract\ncapability and capacity.\n Source: `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)`\n- [Page 85]\n84\n7102–6102\ntropeR\nlaunnA\nReporting requirements\nRequirement Reference Pages\nHeavy Vehicle National Law Act 2012 (Qld)\nFinancial statements s693(2)(a)(i) 55–74\nStatement of actual performance against the National Performance Measures (Standards and Indicators) s693(2)(a)(ii) 35–40\nStatement of exceptions where the National Performance Measures (Standards and Indicators were not achieved s693(2)(a)(iii) 35–40\nStatement of trend analysis relating to performance measured against the National Performance Measures s693(2)(a)(iv) 35–40\n(Standards and Indicators)\nStatement of the outcome of consultation strategies and activities, including a summary of industry comments s 693(2)(a)(v) 49–50\nStatement of the achievements attained in implementing, and the challenges encountered in implementing the Regulator’s s 693(2)(a)(vi) 7–8, 13–34\nobjectives stated in the Corporate Plan\n Source: `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)`\n- The report must include the following matters:\nHVNL reporting requirements Reference Pages\nFinancial statements s.693(2)(i) 47\nStatement of actual performance against the National Performance Measures (Standards and Indicators) outlined s.693(2)(ii) 28–31\nin the current corporate plan\nStatement of exceptions where the National Performance Measures (Standards and Indicators) were not achieved s.693(2)(iii) 28–31\nStatement of trend analysis relating to performance measured against the National Performance Measures s.693(2)(iv) 28–31\n(Standards and Indicators)\nStatement of the outcome of consultation strategies and activities, including a summary of industry comments s.693(2)(v) 14–16,\n40–45\nStatement of the achievements attained in implementing, and the challenges encountered in implementing, the s.693(2)(vi) 6, 7, 9,\nRegulator’s objectives stated in the current corporate plan 10–31\n Source: `annual-reports/2017-18.pdf (https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf)`\n- Position Responsibilities 2017–18\nContract Date End Date\nClassification Appointed\nChief Executive Officer Accountable to the Board of Directors for the overall management and Common law 19/05/2014\noperation of the Regulator. contract\nExecutive Director Business Manages finance, procurement, audit, human resources, IT, facilities and the Common law 14/03/2016 09/03/2018\nServices (1) projects portfolio. contract\nExecutive Director Regulatory Manages legal services, legal risk management and compliance.\n Source: `annual-reports/2017-18.pdf (https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf)`\n- Some of the In 2020–21, we plan to:\ncould undertake audits remotely, projects rolled out during the year included:\n• continue to invest in delivering a risk-\nrequesting electronic copies be emailed\n• ALRTA's Parallel Access Landing frame based approach to compliance and\nto them or sent by another suitable\ntrial and feasibility study for safer enforcement that targets the greatest\nmethod, and conduct conversations over\nunloading of livestock from double-deck safety risks\nthe phone or by virtual means.\ntrailers (see case study page 20) • conduct the second National\nWe also froze all NHVAS module and • Caravan Industry Association of Roadworthiness Survey\nnominated vehicle fee increases until Australia’s Co-exist sharing the road and • release our report on the results of\nJanuary 2021, and provided additional responsible rest stop use campaign the industry safety survey\n Source: `annual-reports/2019-20.pdf (https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf)`\n- [Page 10]\nThe heavy vehicle productivity challenge The NHVR will work towards a future where: To achieve this, the NHVR will:\n> The road freight task is growing rapidly with the > One set of national rules apply for similar vehicles > Ensure vehicles are defined and classified by nationally\nAustralian economy and is forecast to double from operating in similar conditions, based on their actual consistent standards, performance dimensions and\n2006 levels by 2030 and triple by 2050 4. risks to infrastructure and the community. risk ratings.\n> With real heavy vehicle productivity growth slowing 5,6, > National access management is simple, consistent, > Ensure a simple, consistent, transparent and efficient\nmore emphasis has been placed on regulatory transparent, fair and efficient. national access management system.\nconsistency and efficiency.\n Source: `strategies/201605-0342-nhvr-strategic-directions-2016.pdf (https://www.nhvr.gov.au/files/201605-0342-nhvr-strategic-directions-2016.pdf)`\n- Oversight of the audit plan and the\nOur Risk Management Framework is progress of process improvement brought In 2016–17 our Code of Conduct was\nreviewed on an annual basis to ensure about through the implementation of the reviewed and enhanced to align\nrelevance, ease of use and that it remains recommendations, is monitored regularly with our organisational values.\n Source: `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 7]\n7\n1202\nsnoitceriD\ncigetartS\nORGANISATIONAL CAPABILITY\nThe Organisational The NHVR will work To achieve this the\nCapability opportunity: towards a future where: NHVR will:\n• A geographically dispersed workforce • Our culture is positive with a focus • Provide tangible career progression\nthat requires a positive national culture on people, strong leadership and opportunities and pathways for our\nand identity. teamwork resulting in a safe, fair and staff.\nhigh-performing environment.\n• The transition of remaining states • Learn and adopt best practice from\nwill blend strong work practices with • Our leaders have the skills and our jurisdictional partners.\nemerging NHVR cultures and values. maturity to lead effectively and\n• Implement professional development\nour people can meet changing\n• A changing economic, political, social and other improvement opportunities.\nexpectations.\n Source: `strategies/202110-1274-strategic-directions-2021.pdf (https://www.nhvr.gov.au/files/202110-1274-strategic-directions-2021.pdf)`\n- [pages 11,12,13]\nulture 4.5.2 Attract and retain appropriately skilled staff and optimise\ntheir capability and performance\n4.5.3 Embed and give effect to our values\nSpecific initiatives for 2017–18\n• Develop the Regulatory Safety Program.\n• Complete the transition of services from South Australia, including the establishment of a new NHVR office.\n• Conduct the third Cost Recovery Study against service agreements with jurisdictions and implement findings.\n• Continue the transition of service delivery responsibility from the jurisdictions through the National Services\nTransition Project.\n• Develop our National Services Catalogue.\n• Design and commence development of the Safety and Compliance Regulatory Platform.\n• Continue to implement projects from the Commonwealth grant funding for road safety initiatives.\n Source: `corporate-plans/2017.pdf (https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf)`\n- [Page 20]\n19\n7102–6102\ntropeR\nlaunnA\nObjective 1.3 A consistent national assurance system that encourages industry safety improvements and targets highest risk activities\nand behaviours\nInitiative Apply appropriate and proportionate preventative and corrective interventions in response to actual risk determined\nthrough analysis of relevant and timely data\nNational Compliance and Enforcement Operational Guidelines\nDuring 2016–17, we completed the fourth revision of the National Guidelines in collaboration with all jurisdictional\npartner agencies.\n Source: `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)`\n- The new structure provides clear lines of accountability and responsibility for internal and external service delivery\nand will ensure that the Regulator's functions are appropriately aligned to respond to future requirements.\n(2) T he Manager Industry Engagement was appointed Acting Executive Director Strategy and Stakeholder Relations during the period 27 July 2018 –\n11 January 2019.\nc) Remuneration expenses\nRemuneration expenses for key executive management personnel Post employment expenses include amounts expensed in respect of\ncomprise the following components: employer superannuation obligations.\n Source: `annual-reports/2018-19.pdf (https://www.nhvr.gov.au/files/201911-1120-nhvr-2018-19-annual-report-web.pdf)`\n- Strong partnerships\nother’s efforts and • We focus our efforts on\nachievements. achieving our vision. • We help and support\n• We ask ourselves, “How each other to achieve\ncan I be more efficient exceptional results.\nand effective?” • We actively promote\n• We add value by a positive culture, and\nembracing diversity and address issues openly\ninnovation. and constructively\n• At the end of each without fear of\nCustomer first working day, we feel we retribution.\nhave contributed to the • We share our\n• We fulfil our NHVR’s purpose and knowledge with our\ncommitments. goals. colleagues.\n• We consistently deliver • We are each\noutstanding service. accountable for our\n• We treat our customers own performance and\nwith respect, and listen professionalism.\nto their needs and • To deliver on our\nconcerns to tailor fit-for- promises, we hold each\npurpose solutions. other to account.\n Source: `annual-reports/2019-20.pdf (https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf)`\n- The Coroner made two recommendations: and as part of our ongoing commitment\n– that the NHVR and TMR consider if Tables B.2 and B.3 on page 65 provide to our employees, during the year the\nthere should be enhanced education details of employees by employment type, employee salary packaging scheme was\nand guidelines to ensure that persons classification and gender. renegotiated and expanded to include\nperforming heavy vehicle inspections additional benefits, such as public transport\nare aware of the risks involved in not Staff training and development travel and professional membership fees.\nhaving clean components when they\nOur ability to attract and retain highly\nperform a visual check Wellness\nskilled and experienced people remains\n– that, in the process of revising\ncritical to achieving our vision and In 2017–18, we coordinated a number of\nthe current MOU between the\n Source: `annual-reports/2017-18.pdf (https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf)`\n- They include:\nMicrosoft Dynamics 365\n• Leadership • rapidly developed a series of digital human resources (HR)\n• Data literacy forms in response to COVID-19 lockdowns\n• Digital literacy • upgraded the PC fleet to Windows 10 and Office 365, so our\n• Program, project and task management employees could benefit from additional features, such as\n• Professional communication and systems thinking collaboration tools, which were essential while many of us were\n• External engagement and education working from home due to the COVID-19 pandemic\n• Collaboration and partnerships. • moved the NHVR intranet to Microsoft SharePoint, providing a\nmore user-friendly, communication tool with expanded features,\nKeeping our people safe empowering employees to communicate more broadly with\ntheir colleagues\nKeeping our people safe is our highest priority, and this was\n Source: `annual-reports/2020-21.pdf (https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf)`\n- [Page 11]\n10\n7102–6102\ntropeR\nlaunnA\nOur values\nCustomer first Strong partnerships People matter We add value\nUnderstand our customers Build relationships Seek to understand From start to finish\nDynamic and responsive Proactive approaches Be respectful Do work that matters\nService delivery excellence Work collaboratively Set high standards Challenge ourselves\nAccuracy in everything Set direction together Listen to others Innovative ideas and\nsolutions\nAct professionally Do what we say we will\nGoals Performance results\nThroughout 2016–17, we worked towards achieving four strategic Against the four corporate goals which we set for 2016–17, 85%\ngoals: of targets were met, and a small percentage experienced a delay\n1.\n Source: `annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `corporate-plans/2017.pdf` - corporate-plans - https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf\n- `corporate-plans/2018.pdf` - corporate-plans - https://www.nhvr.gov.au/files/201806-0843-nhvr-corporate-plan-2018-2021.pdf\n- `corporate-plans/2019.pdf` - corporate-plans - https://www.nhvr.gov.au/files/201907-1085-nhvr-corporate-plan-2019-2022.pdf\n- `corporate-plans/2020.pdf` - corporate-plans - https://www.nhvr.gov.au/files/202006-1155-nhvr-corporate-plan-2020-2023.pdf\n- `corporate-plans/2021.pdf` - corporate-plans - https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf\n- `annual-reports/2016-17.pdf` - annual-reports - https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf\n- `annual-reports/2017-18.pdf` - annual-reports - https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf\n- `annual-reports/2018-19.pdf` - annual-reports - https://www.nhvr.gov.au/files/201911-1120-nhvr-2018-19-annual-report-web.pdf\n- `annual-reports/2019-20.pdf` - annual-reports - https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf\n- `strategies/201605-0342-nhvr-strategic-directions-2016.pdf` - strategies - https://www.nhvr.gov.au/files/201605-0342-nhvr-strategic-directions-2016.pdf\n- `strategies/202110-1274-strategic-directions-2021.pdf` - strategies - https://www.nhvr.gov.au/files/202110-1274-strategic-directions-2021.pdf\n- `strategies/202111-1275-hv-safety-strategy-2021-25.pdf` - strategies - https://www.nhvr.gov.au/files/202111-1275-hv-safety-strategy-2021-25.pdf\n- `strategies/202111-1276-hv-safety-strategy-action-plan-2021-25.pdf` - strategies - https://www.nhvr.gov.au/files/202111-1276-hv-safety-strategy-action-plan-2021-25.pdf\n- `pbs/2019.pdf` - pbs - https://www.nhvr.gov.au/files/201903-1026-adding-identical-vehicles-to-a-pbs-vehicle-approval.pdf\n- `pbs/2020.pdf` - pbs - https://www.nhvr.gov.au/files/202006-1047-nhvr-artsa-pbs-report-june-2020.pdf\n- `pages/about.html` - pages - https://www.nhvr.gov.au/safety-accreditation-compliance/national-heavy-vehicle-accreditation-scheme/about-nhvas\n- `pages/announcements-index.html` - pages - https://www.nhvr.gov.au/about-us/who-we-are/statement-of-business-ethics\n- `pages/annual-reports-index.html` - pages - https://www.nhvr.gov.au/about-us/corporate-documents#annual-report\n- `pages/annual-reports-index__00.html` - pages - https://www.nhvr.gov.au/document/807\n- `pages/annual-reports-index__01.html` - pages - https://www.nhvr.gov.au/document/564\n- `pages/annual-reports-index__02.html` - pages - https://www.nhvr.gov.au/document/358\n- `pages/annual-reports-index__03.html` - pages - https://www.nhvr.gov.au/document/98\n- `pages/annual-reports-index__04.html` - pages - https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf\n- `pages/annual-reports-index__05.html` - pages - https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf\n- `pages/annual-reports-index__06.html` - pages - https://www.nhvr.gov.au/files/201911-1120-nhvr-2018-19-annual-report-web.pdf\n- `pages/annual-reports-index__07.html` - pages - https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf\n- `pages/annual-reports-index__08.html` - pages - https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf\n- `pages/annual-reports-index__09.html` - pages - https://www.nhvr.gov.au/files/201610-0430-nhvr-annual-report-2015-16.pdf\n- `pages/annual-reports-index__10.html` - pages - https://www.nhvr.gov.au/files/201511-0236-annual-report-2014-15.pdf\n- `pages/annual-reports-index__11.html` - pages - https://www.nhvr.gov.au/files/201410-0178-annual-report-2013-14.pdf\n- `pages/annual-reports-index__12.html` - pages - https://www.nhvr.gov.au/files/201403-0034-nhvr-annual-report-2012-13.pdf\n- `pages/contact.html` - pages - https://www.nhvr.gov.au/contact-us\n- `pages/corporate-plans-index.html` - pages - https://www.nhvr.gov.au/about-us/corporate-documents#corporate-plan\n- `pages/corporate-plans-index__13.html` - pages - https://www.nhvr.gov.au/document/780\n- `pages/corporate-plans-index__14.html` - pages - https://www.nhvr.gov.au/document/496\n- `pages/corporate-plans-index__15.html` - pages - https://www.nhvr.gov.au/document/272\n- `pages/corporate-plans-index__16.html` - pages - https://www.nhvr.gov.au/document/44\n- `pages/corporate-plans-index__17.html` - pages - https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf\n- `pages/corporate-plans-index__18.html` - pages - https://www.nhvr.gov.au/files/202006-1155-nhvr-corporate-plan-2020-2023.pdf\n- `pages/corporate-plans-index__19.html` - pages - https://www.nhvr.gov.au/files/201907-1085-nhvr-corporate-plan-2019-2022.pdf\n- `pages/corporate-plans-index__20.html` - pages - https://www.nhvr.gov.au/files/201806-0843-nhvr-corporate-plan-2018-2021.pdf\n- `pages/corporate-plans-index__21.html` - pages - https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf\n- `pages/corporate-plans-index__22.html` - pages - https://www.nhvr.gov.au/files/201606-0370-nhvr-corporate-plan-2016-17-to-2018-19.pdf\n- `pages/corporate-plans-index__23.html` - pages - https://www.nhvr.gov.au/files/201506-0208-nhvr-corporate-plan-2015-16-to-2017-18.pdf\n- `pages/corporate-plans-index__24.html` - pages - https://www.nhvr.gov.au/files/201405-0159-nhvr-corporate-plan-2014-17.pdf\n- `pages/corporate-plans-index__25.html` - pages - https://www.nhvr.gov.au/files/nhvr_corporate_plan_2014-2016_v1.0_web_ready.pdf\n- `pages/homepage.html` - pages - https://www.nhvr.gov.au/\n- `pages/leadership.html` - pages - https://www.nhvr.gov.au/about-us/corporate-governance/our-executive-leadership-team\n- `pages/ministerial-releases-index.html` - pages - https://www.nhvr.gov.au/law-policies/right-to-information/publication-scheme/ministerially-approved-instruments\n- `pages/news-latest.html` - pages - https://www.nhvr.gov.au/news-events\n- `pages/publications-index.html` - pages - https://www.nhvr.gov.au/about-us/publications\n- `pages/reforms-index.html` - pages - https://www.nhvr.gov.au/law-policies/hvnl-reform-implementation\n- `pages/strategies-index.html` - pages - https://www.nhvr.gov.au/safety-accreditation-compliance/safety-management-systems/sms-9-step\n- `pages/strategies-index__26.html` - pages - https://www.nhvr.gov.au/safety-accreditation-compliance/safety-management-systems/sms-9-step\n- `pages/strategies-index__27.html` - pages - https://www.nhvr.gov.au/road-access/local-government-road-managers/strategic-local-government-asset-assessment-project\n- `pages/strategies-index__28.html` - pages - https://www.nhvr.gov.au/safety-accreditation-compliance/national-heavy-vehicle-accreditation-scheme/about-nhvas/audit-framework-and-requirements\n- `pages/strategies-index__29.html` - pages - https://www.nhvr.gov.au/safety-accreditation-compliance/vehicle-standards-and-modifications/vehicle-safety-initiatives/future-heavy-vehicle-roadmap\n- `other-pdfs/201612-0062-nhvr-glossary-of-common-terms.pdf` - other-pdfs - https://www.nhvr.gov.au/files/201612-0062-nhvr-glossary-of-common-terms.pdf\n- `other-pdfs/201805-0797-sms-fact-sheet.pdf` - other-pdfs - https://www.nhvr.gov.au/files/201805-0797-sms-fact-sheet.pdf\n- `other-pdfs/201805-0798-sms-introduction-to-sms-in-the-heavy-vehicle-industry.pdf` - other-pdfs - https://www.nhvr.gov.au/files/201805-0798-sms-introduction-to-sms-in-the-heavy-vehicle-industry.pdf\n- `other-pdfs/201805-0802-sms-quick-guide-risk-register.pdf` - other-pdfs - https://www.nhvr.gov.au/files/201805-0802-sms-quick-guide-risk-register.pdf\n- `other-pdfs/202008-1171-heavy-vehicle-productivity-plan-2020-2025.pdf` - other-pdfs - https://www.nhvr.gov.au/files/202008-1171-heavy-vehicle-productivity-plan-2020-2025.pdf\n\n## Gaps To Fix\n\n- No global comparison/case-study sources found.", "legislation_md": "# National Heavy Vehicle Regulator - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:25:52.879961+00:00\n**Entity ID**: B-001962\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 63\n- Unique legislation references found: 19\n\n| Type | Count |\n|---|---:|\n| Act | 17 |\n| Regulation | 2 |\n\n## Legislation References\n\n### Heavy Vehicle National Law Act 2012\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 27\n**Register search**: https://www.legislation.gov.au/search?query=Heavy+Vehicle+National+Law+Act+2012\n\n**Sources**:\n- `annual-reports/2016-17.pages.jsonl`\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n- `annual-reports/2019-20.pages.jsonl`\n- `annual-reports/2020-21.pages.jsonl`\n- `corporate-plans/2017.pages.jsonl`\n- `corporate-plans/2018.pages.jsonl`\n- `corporate-plans/2019.pages.jsonl`\n- `other-pdfs/202008-1171-heavy-vehicle-productivity-plan-2020-2025.pages.jsonl`\n\n**Evidence contexts**:\n- and Volvo Group Australia.\n\n[page 4]\n3\n7102–6102\ntropeR\nlaunnA\nLetter of transmittal\n27 September 2017\nOur Reference: 1397\nThe Hon Darren Chester\nMinister for Infrastructure and Transport\nParliament House\nCANBERRA ACT 2600\nDear Minister\nIn accordance with the Heavy Vehicle National Law Act 2012 (Qld), I am pleased to present to you the National Heavy\nVehicle Regulator’s Annual Report for the reporting year 1 July 2016 to 30 June 2017.\nThe report is structured to reflect delivery against the NHVR Corporate Plan 2016-17 to 2018-19, which was approved\n Source: `annual-reports/2016-17.pages.jsonl`\n- y Vehicle Regulator\nThe NHVR, Australia’s dedicated regulator Operating environment\nfor all vehicles over 4.5 tonnes gross mass,\nWe have a direct regulatory relationship with approximately:\nwas established as an independent statutory\nauthority pursuant to the Heavy Vehicle\nNational Law Act 2012 (Qld).\n40,468 273,000 940,000 511 1090\nKey role\nRoad freight People2 Vehicles3 Road Authorised\nbusinesses1 managers officers4\nThe Regulator administers the HVNL, provides leadership and\ndrives sustainable improvements to safety, productivity and\nCorporate obj\n Source: `annual-reports/2016-17.pages.jsonl`\n- .\n(g) Estimates and judgements\n(b) Statement of compliance\nEstimates and assumptions that have a potential significant\nThe Regulator has prepared these financial statements in\neffect are outlined in the following financial statement notes:\ncompliance with the Heavy Vehicle National Law Act 2012\n– Valuation of intangibles, property, plant and equipment -\n(the Act).\nNote 14 & 15\nThese financial statements are General Purpose Financial – Amortisation of intangibles and depreciation of property,\nStatements and have been prepared on an accrual basis plan\n Source: `annual-reports/2016-17.pages.jsonl`\n- se borrowings are readily traded on organised\nmarkets in standardised form.\nCertificate of National Heavy Vehicle Regulator for the period 1 July 2016\nto 30 June 2017\nThese general purpose financial statements have been prepared pursuant to section 693 of the Heavy Vehicle National Law Act 2012 (the\nAct) and other prescribed requirements. In accordance with section 693 of the Act we certify that in our opinion:\n(a) the prescribed requirements for establishing and keeping the accounts have been complied with in all material respects; and\n(b) the stat\n Source: `annual-reports/2016-17.pages.jsonl`\n- r Information\ncertificate given by the Chief Executive Officer and the Chair. that we obtained prior the date of this Auditor’s Report we have\nnothing to report.\nIn our opinion the financial report of National Heavy Vehicle\nRegulator is in accordance with the Heavy Vehicle National Law\nAct 2012, including: Other Matter – Previous Auditor\na) Giving a true and fair view of the entity’s financial position as The financial report of National Heavy Vehicle Regulator, for\nat 30 June 2017 and of its performance for the year ended on that the year ended 30\n Source: `annual-reports/2016-17.pages.jsonl`\n\n### Information Privacy Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Information+Privacy+Act+2009\n\n**Sources**:\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n- `annual-reports/2019-20.pages.jsonl`\n\n**Evidence contexts**:\n- misuse\nright to information\nPublic interest disclosure information.\nOur policy and procedures on public The code applies to all NHVR Under s.696 of the HVNL, we are subject to\ninterest disclosure are consistent with representatives, employees (permanent, the Information Privacy Act 2009 (Qld) (the\nthe requirements of the Public Interest casual and fixed term), contractors, agents IP Act) and the Right to Information Act\nDisclosure Act 2009 (Qld). They enable and any other person engaged by the 2009 (Qld) (RTI Act). We are guided by the\nconfi\n Source: `annual-reports/2017-18.pages.jsonl`\n- edia releases 66 56 48 31\nTemporary 0 0 55 0 55\nSocial media reach 2,656,081 1,380,460 1,629,265 n/a\nContractor/ 0 0 0 26 26\nagency Stakeholder forums 7 13 15 12 13\nTotal 6 33 207 26 272 Website hits 1,481,880 926,906 670,440 550,353\n1 A pplications under the Information Privacy Act 2009 (Qld) or Right to Information Act (2009).\n2 C omplaints or disclosures made under the Crime and Corruption Act 2001 (Qld), the Public Interest Disclosure Act 2010 (Qld) or their interstate counterparts.\n3 T his figure reflects two matters in respect of which\n Source: `annual-reports/2017-18.pages.jsonl`\n- st Management Policy information\nknowledge through the exercise of and Management Standard guides our\nfunctions under the HVNL. employees and managers in ensuring they Under s.696 of the HVNL, we are subject\nunderstand their individual responsibilities to the Information Privacy Act 2009 (Qld)\nOur Corrupt Conduct Policy provides a\nand that all conflicts of interest — perceived, (the IP Act) and the Right to Information Act\nclear and transparent statement of our\nreal or potential — are properly managed. 2009 (Qld) (RTI Act). We are guided by t\n Source: `annual-reports/2018-19.pages.jsonl`\n- al inquiries\nright to information\nThe Disclosure Log on our website provides\nNo coronial matters were referred to the\ndetails of information released in response\nUnder s.696 of the HVNL, we are subject NHVR during the reporting period.\nto RTI requests.\nto the Information Privacy Act 2009 (Qld)\n(the IP Act) and the Right to Information Act During 2019–20, we received two\n2009 (Qld) (RTI Act). We are guided by the applications under the RTI Act.\nlegislation and the guidelines published by\nSouth Australian SCO David Clemente and Principal SCO Pe\n Source: `annual-reports/2019-20.pages.jsonl`\n\n### National Law Act 2012\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=National+Law+Act+2012\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n- `corporate-plans/2017.pages.jsonl`\n- `corporate-plans/2018.pages.jsonl`\n\n**Evidence contexts**:\n- ory reporting obligations to\nRegulator (NHVR) during the 2019–20 responsible Ministers, as outlined in\nfinancial year. It has been prepared Appendix A on page 65. It also aims to\nin accordance with the Heavy Vehicle meet the information needs of all our other\nNational Law Act 2012 (HVNL) and other stakeholders, who include but are not\nrelevant legislation. limited to:\nThe report outlines our operational • the heavy vehicle road transport industry\nperformance against the National • industry associations\nPerformance Measures standards an\n Source: `annual-reports/2019-20.pages.jsonl`\n- document.\n\n[page 3]\n3\n0202–7102\nnalP\netaroproC\nForeword\nWe are pleased to present the NHVR Corporate Plan The Plan will be the basis for operational planning.\n2017–2020 in accordance with the Heavy Vehicle It provides a framework for functional areas to build\nNational Law Act 2012 (Qld). more detailed business plans, work programs and to\nidentify and manage risks.\nThe Plan outlines our objectives and reform priorities for\nthe Australian heavy vehicle road transport sector over The strategies in the Plan are focused on our future\nthe ne\n Source: `corporate-plans/2017.pages.jsonl`\n- nt.\n\n[page 3]\n3\n1202–8102\nnalP\netaroproC\nForeword\nWe are pleased to present the NHVR Corporate Plan We will continue our work with transferring regulatory\n2018–2021 in accordance with the Heavy Vehicle functions through national services transition, returning\nNational Law Act 2012 (Qld). current access permit delegations from jurisdictions\nand developing our information repository through\nThe Plan outlines our objectives and reform priorities for\nthe safety and compliance regulatory platform. We\nthe Australian heavy vehicle road transp\n Source: `corporate-plans/2018.pages.jsonl`\n\n### Corporate Plans of the Heavy Vehicle National Law Act 2012\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Corporate+Plans+of+the+Heavy+Vehicle+National+Law+Act+2012\n\n**Sources**:\n- `corporate-plans/2017.pages.jsonl`\n- `corporate-plans/2018.pages.jsonl`\n\n**Evidence contexts**:\n- the expectations of\nour customers and stakeholders, complying with our\nlegislative obligations and delivering on the intent of\nthe national heavy vehicle regulatory reform.\nLegislative requirement\nThe Plan complies with Chapter 12.3, Division 2, section\n695, Corporate Plans of the Heavy Vehicle National\nLaw Act 2012 (Qld) (HVNL). The relevant provision\nappears at the end of this document.\n\n[page 3]\n3\n0202–7102\nnalP\netaroproC\nForeword\nWe are pleased to present the NHVR Corporate Plan The Plan will be the basis for operational planning.\n2017–2020 in accordance with the Hea\n Source: `corporate-plans/2017.pages.jsonl`\n- the expectations of\nour customers and stakeholders, complying with our\nlegislative obligations and delivering on the intent of\nthe national heavy vehicle regulatory reform.\nLegislative requirement\nThe Plan complies with Chapter 12.3, Division 2, section\n695, Corporate Plans of the Heavy Vehicle National\nLaw Act 2012 (Qld) (HVNL). The relevant provision\nappears at the end of this document.\n\n[page 3]\n3\n1202–8102\nnalP\netaroproC\nForeword\nWe are pleased to present the NHVR Corporate Plan We will continue our work with transferring regulatory\n2018–2021 in accordance with the H\n Source: `corporate-plans/2018.pages.jsonl`\n\n### Vehicle National Law Act 2012\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Vehicle+National+Law+Act+2012\n\n**Sources**:\n- `annual-reports/2016-17.pages.jsonl`\n- `other-pdfs/202008-1171-heavy-vehicle-productivity-plan-2020-2025.pages.jsonl`\n\n**Evidence contexts**:\n- ing its assets in the normal\nRegulator was formally established on 12 October 2012 course of business at amounts stated in the financial report\nfollowing passage of its enabling legislation, the Heavy remains dependent upon timely receipt of regulatory income\nVehicle National Law Act 2012 on 23 August 2012. funding from participating state and territory government\nagencies in accordance with agreed payment timeframes\nOn 10 February 2014 the Heavy Vehicle National Law\nand at amounts approved by responsible Ministers.\ncommenced in participating\n Source: `annual-reports/2016-17.pages.jsonl`\n- conomy. people from all culturally and linguistically diverse backgrounds.\nIf you have difficulty understanding this document, please\nThe NHVR’s purpose and functions are established by the Heavy\ncontact us and we will arrange an interpreter to communicate it\nVehicle National Law Act 2012 (Qld), and its activities are guided\nto you.\nby its statutory mandate.\nAccordingly, the NHVR seeks to ensure public safety, to Contact information\nmanage the impact of heavy vehicles on the environment, road\nFor further information about the Heavy Vehicle Pro\n Source: `other-pdfs/202008-1171-heavy-vehicle-productivity-plan-2020-2025.pages.jsonl`\n\n### Australian Accounting Standards and the Heavy Vehicle National Law Act 2012\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Accounting+Standards+and+the+Heavy+Vehicle+National+Law+Act+2012\n\n**Sources**:\n- `annual-reports/2016-17.pages.jsonl`\n\n**Evidence contexts**:\n- of the financial report in\nAustralia. We have also fulfilled our other ethical responsibilities in The Board of the entity are responsible for the preparation of\naccordance with the Code. the financial report that gives a true and fair view in accordance\nwith Australian Accounting Standards and the Heavy Vehicle\nNational Law Act 2012 and for such internal control as the Board\nOther Information\ndetermines is necessary to enable the preparation of the financial\nOther information is financial and non-financial information in report that gives a true and fair view and is free from material\nth\n Source: `annual-reports/2016-17.pages.jsonl`\n\n### Australian Auditing Vehicle National Law Act 2012\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Australian+Auditing+Vehicle+National+Law+Act+2012\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- ndards.\nThe Board members of the regulator are responsible for the\npreparation of the financial report that gives a true and fair view\nBasis for Opinion\nin accordance with Australian Accounting Standards and the Heavy\nWe conducted our audit in accordance with Australian Auditing\nVehicle National Law Act 2012 and for such internal control as the\nStandards. Our responsibilities under those standards are further\nBoard members determine is necessary to enable the preparation\ndescribed in the Auditor’s Responsibilities for the Audit of the\nof the financial report that\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Heavy Vehicle National Amendment Regulation 2017\n\n**Type**: Regulation\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Heavy+Vehicle+National+Amendment+Regulation+2017\n\n**Sources**:\n- `annual-reports/2016-17.pages.jsonl`\n\n**Evidence contexts**:\n- must also:\nRegulations were passed:\n– comply with policy directions given by responsible Ministers\n– Heavy Vehicle National Law and Other Legislation Amendment\nunder s.651 of the HVNL\nAct 2016.\n– provide information to a responsible Minister in response to\n– Heavy Vehicle National Amendment Regulation 2017\na referral of a matter under s.652 of the HVNL.\nThe provision of this report to responsible Ministers by 30 September\n2017 will satisfy our obligation under s.693. The Council’s\nendorsement of our 2017–2020 Corporate Plan in May 2017,\nsatisfied s.695 of the H\n Source: `annual-reports/2016-17.pages.jsonl`\n\n### Heavy Vehicle National Amendment Regulations 2025\n\n**Type**: Regulation\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Heavy+Vehicle+National+Amendment+Regulations+2025\n\n**Sources**:\n- `pages/reforms-index.html`\n\n**Evidence contexts**:\n- hicle sector. The review identified a series of reform options to enhance the effectiveness of the HVNL for governments, industry and the broader community.\nThis process resulted in the development of the\nHeavy Vehicle National Law Amendment Bill 2025\nand the\nHeavy Vehicle National Amendment Regulations 2025\n(together, the 2025 Amendment Package), which was passed without amendment by Queensland Parliament on 18 November 2025.\nThe amended HVNL is expected to commence in mid-2026.\nHVNL Industry Information Sessions May 2026\nThe National Heavy Vehicle Regulator (NH\n Source: `pages/reforms-index.html`\n\n### Heavy Vehicle National Law Amendment Act 2018\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Heavy+Vehicle+National+Law+Amendment+Act+2018\n\n**Sources**:\n- `annual-reports/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- by Ministers to the NHVR in 2018–19.\ncooperative applied law scheme. The\nscheme involves the application or\nadoption in each participating jurisdiction\nof the text of standard legislative provisions\npromulgated in Queensland.\nDuring the reporting period, the Heavy\nVehicle National Law Amendment Act 2018\nwas passed.\n39\n91–8102\nTROPER\nLAUNNA\nRVHN\nOVERVIEW\nPERFORMANCE\nGOVERNANCE\nFINANCIALS\nAPPENDICES\n\n[page 40]\n40\n91–8102\nTROPER\nLAUNNA\nRVHN\nThe Hon Duncan Gay, Chairman\nOUR Duncan was previously NSW Minister for Roads, Maritime and\nFreight and Leader of the Gove\n Source: `annual-reports/2018-19.pages.jsonl`\n\n### Infrastructure (SA) MVSA Motor Vehicle Standards Act 1989\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Infrastructure+%28SA%29+MVSA+Motor+Vehicle+Standards+Act+1989\n\n**Sources**:\n- `other-pdfs/201612-0062-nhvr-glossary-of-common-terms.pages.jsonl`\n\n**Evidence contexts**:\n- now Department of State MDL Mass, Dimension and Loading; or\nGrowth\nMass, Distance, Location\nDMA Dimension Measurement Adjustment\nMMA Mass Measurement Adjustment\nDPTI Department of Planning, Transport and\nMRWA Main Roads Western Australia (WA)\nInfrastructure (SA)\nMVSA Motor Vehicle Standards Act 1989 of the\nDSS Dynamic Stability System (same as ESP and ESC)\nCommonwealth\nEBS Electronic Braking System (same as ECBS)\nNDS National Data Strategy\nECBS Electronic Controlled Braking System (same as EBS)\nNEVDIS National Exchange of Vehicle and Driver\nESC Electroni\n Source: `other-pdfs/201612-0062-nhvr-glossary-of-common-terms.pages.jsonl`\n\n### Requirement Reference Pages Heavy Vehicle National Law Act 2012\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Requirement+Reference+Pages+Heavy+Vehicle+National+Law+Act+2012\n\n**Sources**:\n- `annual-reports/2016-17.pages.jsonl`\n\n**Evidence contexts**:\n- ) This figure reflects two matters in respect of which notifications were received but the matter did not proceed to a full enquiry (Mitchell Ian Janke - 2013/00196047, and Sha\nLiu – 2013/00195996).\n\n[page 85]\n84\n7102–6102\ntropeR\nlaunnA\nReporting requirements\nRequirement Reference Pages\nHeavy Vehicle National Law Act 2012 (Qld)\nFinancial statements s693(2)(a)(i) 55–74\nStatement of actual performance against the National Performance Measures (Standards and Indicators) s693(2)(a)(ii) 35–40\nStatement of exceptions where the National Performance Measures (Standards and Indicators\n Source: `annual-reports/2016-17.pages.jsonl`\n\n### Crime and Corruption Act 2001\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Crime+and+Corruption+Act+2001\n\n**Sources**:\n- `annual-reports/2016-17.pages.jsonl`\n- `annual-reports/2017-18.pages.jsonl`\n\n**Evidence contexts**:\n- AQ Local Government Association of Queensland WHS Workplace health and safety\nLTI Lost time injury\n(1) ‘Website hits’ figures include both nhvr.gov.au and journey planner, with historical data adjusted accordingly.\n(2) Complaints or disclosures made under the Crime and Corruption Act 2001 (Qld), the Public Interest Disclosure Act 2010 (Qld) or their interstate counterparts.\n(3) This figure reflects two matters in respect of which notifications were received but the matter did not proceed to a full enquiry (Mitchell Ian Janke - 2013/00196047, a\n Source: `annual-reports/2016-17.pages.jsonl`\n- 0 0 26 26\nagency Stakeholder forums 7 13 15 12 13\nTotal 6 33 207 26 272 Website hits 1,481,880 926,906 670,440 550,353\n1 A pplications under the Information Privacy Act 2009 (Qld) or Right to Information Act (2009).\n2 C omplaints or disclosures made under the Crime and Corruption Act 2001 (Qld), the Public Interest Disclosure Act 2010 (Qld) or their interstate counterparts.\n3 T his figure reflects two matters in respect of which notifications were received but the matter did not proceed to a full enquiry (Mitchell Ian Janke – 2013/00196047, an\n Source: `annual-reports/2017-18.pages.jsonl`\n\n### Other Information in the Financial Report, and Act 2012\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Other+Information+in+the+Financial+Report%2C+and+Act+2012\n\n**Sources**:\n- `annual-reports/2017-18.pages.jsonl`\n- `annual-reports/2018-19.pages.jsonl`\n\n**Evidence contexts**:\n- r otherwise appears to be materially misstated.\nIn our opinion the financial report of National Heavy Vehicle We are required to report if we conclude that there is a material\nRegulator is in accordance with the Heavy Vehicle National Law misstatement of this Other Information in the Financial Report, and\nAct 2012, including: based on the work we have performed on the Other Information\nthat we obtained prior the date of this Auditor’s Report we have\na) Giving a true and fair view of the entity’s financial position as\nnothing to report.\nat 30 June 2018 and of its perfor\n Source: `annual-reports/2017-18.pages.jsonl`\n- r otherwise appears to be materially misstated.\nIn our opinion the financial report of National Heavy Vehicle We are required to report if we conclude that there is a material\nRegulator is in accordance with the Heavy Vehicle National Law misstatement of this Other Information in the Financial Report, and\nAct 2012, including: based on the work we have performed on the Other Information\nthat we obtained prior the date of this Auditor’s Report we have\na) Giving a true and fair view of the entity’s financial position as\nnothing to report.\nat 30 June 2019 and of its perfor\n Source: `annual-reports/2018-19.pages.jsonl`\n\n### Qld), the Public Interest Disclosure Act 2010\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Qld%29%2C+the+Public+Interest+Disclosure+Act+2010\n\n**Sources**:\n- `annual-reports/2016-17.pages.jsonl`\n- `annual-reports/2017-18.pages.jsonl`\n\n**Evidence contexts**:\n- of Queensland WHS Workplace health and safety\nLTI Lost time injury\n(1) ‘Website hits’ figures include both nhvr.gov.au and journey planner, with historical data adjusted accordingly.\n(2) Complaints or disclosures made under the Crime and Corruption Act 2001 (Qld), the Public Interest Disclosure Act 2010 (Qld) or their interstate counterparts.\n(3) This figure reflects two matters in respect of which notifications were received but the matter did not proceed to a full enquiry (Mitchell Ian Janke - 2013/00196047, and Sha\nLiu – 2013/00195996).\n\n[page 85]\n84\n7102\n Source: `annual-reports/2016-17.pages.jsonl`\n- rums 7 13 15 12 13\nTotal 6 33 207 26 272 Website hits 1,481,880 926,906 670,440 550,353\n1 A pplications under the Information Privacy Act 2009 (Qld) or Right to Information Act (2009).\n2 C omplaints or disclosures made under the Crime and Corruption Act 2001 (Qld), the Public Interest Disclosure Act 2010 (Qld) or their interstate counterparts.\n3 T his figure reflects two matters in respect of which notifications were received but the matter did not proceed to a full enquiry (Mitchell Ian Janke – 2013/00196047, and Sha Liu – 2013/00195996).\n4 F rom July 2016,\n Source: `annual-reports/2017-18.pages.jsonl`\n\n### IP Act) and the Right to Information Act Disclosure Act 2009\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=IP+Act%29+and+the+Right+to+Information+Act+Disclosure+Act+2009\n\n**Sources**:\n- `annual-reports/2017-18.pages.jsonl`\n\n**Evidence contexts**:\n- all NHVR Under s.696 of the HVNL, we are subject to\ninterest disclosure are consistent with representatives, employees (permanent, the Information Privacy Act 2009 (Qld) (the\nthe requirements of the Public Interest casual and fixed term), contractors, agents IP Act) and the Right to Information Act\nDisclosure Act 2009 (Qld). They enable and any other person engaged by the 2009 (Qld) (RTI Act). We are guided by the\nconfidential disclosure of matters and NHVR to undertake an activity for, or on legislation and the guidelines published by\nprotect disclosers from fear or threa\n Source: `annual-reports/2017-18.pages.jsonl`\n\n### Legislation Amendment Act 2018\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Legislation+Amendment+Act+2018\n\n**Sources**:\n- `annual-reports/2017-18.pages.jsonl`\n\n**Evidence contexts**:\n- rate Governance Framework passed: the Transport and Infrastructure Council\noutlines the principles, elements and (Council) seeking their guidance or\n• Heavy Vehicle National Law and Other\nmechanisms we use to effectively approval of proposed actions, or which\nLegislation Amendment Act 2018\nachieve the two main aims of corporate Ministers require to be submitted.\n• Heavy Vehicle National Amendment\ngovernance:\nRegulation 2018 Under the HVNL, we must also:\n• assurance that we are meeting our • Heavy Vehicle (Registration) National\n• comply with po\n Source: `annual-reports/2017-18.pages.jsonl`\n\n### Public Records Act 2002\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Public+Records+Act+2002\n\n**Sources**:\n- `annual-reports/2016-17.pages.jsonl`\n\n**Evidence contexts**:\n- sed compliance levels, measured\nlifecycle of our information assets with our Strategic and Operational by results in the biennial recordkeeping\nconsistent with the requirements of the Recordkeeping Implementation Plans, survey of Queensland public authorities\nPublic Records Act 2002, Information we undertook extensive work to enhance conducted by Queensland State\nStandard 40: Recordkeeping and our records management program and Archives and a self-assessment\nInformation Standard 31: Retention embed compliant recordkeeping practices again\n Source: `annual-reports/2016-17.pages.jsonl`\n\n### Right to Information Act 2009\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Right+to+Information+Act+2009\n\n**Sources**:\n- `annual-reports/2016-17.pages.jsonl`\n\n**Evidence contexts**:\n- our\nperformance as a statutory body corporate.\n\n[page 53]\n52\n7102–6102\ntropeR\nlaunnA\nRight to information and information privacy\nUnder s.696 of the HVNL, we are subject to their personal information. We also In line with the intent of the RTI Act, we\nto the Right to Information Act 2009 (Qld) comply with this legislation and the will, wherever possible and appropriate,\n(RTI Act) and the Information Privacy Act associated QOIC guidelines. Our Privacy routinely make information available\n2009 (Qld) (IP Act). We comply with this and Right to In\n Source: `annual-reports/2016-17.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/announcements-index.html` (page)\n- `pages/annual-reports-index.html` (page)\n- `pages/annual-reports-index__00.html` (page)\n- `pages/annual-reports-index__01.html` (page)\n- `pages/annual-reports-index__02.html` (page)\n- `pages/annual-reports-index__03.html` (page)\n- `pages/annual-reports-index__04.html` (page)\n- `pages/annual-reports-index__05.html` (page)\n- `pages/annual-reports-index__06.html` (page)\n- `pages/annual-reports-index__07.html` (page)\n- `pages/annual-reports-index__08.html` (page)\n- `pages/annual-reports-index__09.html` (page)\n- `pages/annual-reports-index__10.html` (page)\n- `pages/annual-reports-index__11.html` (page)\n- `pages/annual-reports-index__12.html` (page)\n- `pages/contact.html` (page)\n- `pages/corporate-plans-index.html` (page)\n- `pages/corporate-plans-index__13.html` (page)\n- `pages/corporate-plans-index__14.html` (page)\n- `pages/corporate-plans-index__15.html` (page)\n- `pages/corporate-plans-index__16.html` (page)\n- `pages/corporate-plans-index__17.html` (page)\n- `pages/corporate-plans-index__18.html` (page)\n- `pages/corporate-plans-index__19.html` (page)\n- `pages/corporate-plans-index__20.html` (page)\n- `pages/corporate-plans-index__21.html` (page)\n- `pages/corporate-plans-index__22.html` (page)\n- `pages/corporate-plans-index__23.html` (page)\n- `pages/corporate-plans-index__24.html` (page)\n- `pages/corporate-plans-index__25.html` (page)\n- `pages/homepage.html` (page)\n- `pages/leadership.html` (page)\n- `pages/ministerial-releases-index.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/publications-index.html` (page)\n- `pages/reforms-index.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__26.html` (page)\n- `pages/strategies-index__27.html` (page)\n- `pages/strategies-index__28.html` (page)\n- `pages/strategies-index__29.html` (page)\n- `annual-reports/2016-17.pages.jsonl` (pdf_pages)\n- `annual-reports/2017-18.pages.jsonl` (pdf_pages)\n- `annual-reports/2018-19.pages.jsonl` (pdf_pages)\n- `annual-reports/2019-20.pages.jsonl` (pdf_pages)\n- `annual-reports/2020-21.pages.jsonl` (pdf_pages)\n- `corporate-plans/2017.pages.jsonl` (pdf_pages)\n- `corporate-plans/2018.pages.jsonl` (pdf_pages)\n- `corporate-plans/2019.pages.jsonl` (pdf_pages)\n- `corporate-plans/2020.pages.jsonl` (pdf_pages)\n- `corporate-plans/2021.pages.jsonl` (pdf_pages)\n- `other-pdfs/201612-0062-nhvr-glossary-of-common-terms.pages.jsonl` (pdf_pages)\n- `other-pdfs/201805-0797-sms-fact-sheet.pages.jsonl` (pdf_pages)\n- `other-pdfs/201805-0798-sms-introduction-to-sms-in-the-heavy-vehicle-industry.pages.jsonl` (pdf_pages)\n- `other-pdfs/201805-0802-sms-quick-guide-risk-register.pages.jsonl` (pdf_pages)\n- `other-pdfs/202008-1171-heavy-vehicle-productivity-plan-2020-2025.pages.jsonl` (pdf_pages)\n- `pbs/2019.pages.jsonl` (pdf_pages)\n- `pbs/2020.pages.jsonl` (pdf_pages)\n- `strategies/201605-0342-nhvr-strategic-directions-2016.pages.jsonl` (pdf_pages)\n- `strategies/202110-1274-strategic-directions-2021.pages.jsonl` (pdf_pages)\n- `strategies/202111-1275-hv-safety-strategy-2021-25.pages.jsonl` (pdf_pages)\n- `strategies/202111-1276-hv-safety-strategy-action-plan-2021-25.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2020-21 [AR p.1]", "corporate_plan_period": "2021-24 [CP p.1]", "vision": "A safe, efficient and productive heavy vehicle industry serving the needs of Australia [CP p.12]", "vision_source_page": null, "purposes": "We provide leadership to, and work collaboratively with, industry and partner agencies to drive sustainable improvements to safety, productivity and efficiency outcomes across the Australian heavy vehicle road transport sector [CP p.12]", "purposes_source_page": null, "how_we_deliver": "Through leadership and influence, we administer a statutory national system that delivers consistent and streamlined regulatory services and administration to the Australian heavy vehicle road transport sector, fostering greater safety and productivity while minimising regulatory burden [CP p.12]", "how_we_deliver_source_page": null, "government_priorities": [ { "text": "Provide leadership and drive sustainable improvements to safety, productivity and efficiency outcomes across the Australian heavy vehicle road transport sector", "source_page": null } ], "outcomes": [ { "name": "Safety", "description": "As a modern, risk-based regulator, we use data-driven intelligence to identify and target the greatest safety risks relating to heavy vehicles. By using the right blend of information, education and enforcement, we aim to create positive change in the industry’s safety culture and the individual behaviour of all road users, to reduce the likelihood of crashes, fatalities and serious injuries involving heavy vehicles [AR p.25]", "key_activities": [ "Conducting heavy vehicle intercepts", "Developing algorithms to identify high-risk vehicles", "Implementing the Road Monitoring Tool fatigue data engine" ], "source_page": 25 }, { "name": "Productivity", "description": "Promote industry efficiency in the road transport of goods and heavy vehicle passengers by heavy vehicles.", "key_activities": [ "Conducting a review of road access permits workflow", "Adopting technology and data-sharing solutions", "Expanding education and training material available to road managers" ], "source_page": null }, { "name": "Sustainability", "description": "Manage the impact of heavy vehicles on the environment, road infrastructure and public amenity.", "key_activities": [ "Promoting the adoption of safer, cleaner and more-efficient technologies", "Encouraging the uptake of Performance Based Standards (PBS) vehicles" ], "source_page": null }, { "name": "Regulatory Capability", "description": "Encourage and promote regulatory capability through the delivery of services to customers.", "key_activities": [ "Ensuring a consistent and productive approach to regulatory capability", "Building an NHVR culture where employees work in a safe, supportive and inclusive working environment" ], "source_page": null } ], "values": [ "People matter", "Customer first", "Strong partnerships", "We add value" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Fatalities and injuries across the industry and its supply chain reduce through increased compliance with safety requirements", "target": "Reduce through increased compliance with safety requirements", "source_page": null }, { "code": "NPM 2", "measure": "Network connections for heavy vehicles improve, and the administrative burden on operators and road managers reduces", "target": "Improve, and the administrative burden on operators and road managers reduces", "source_page": null }, { "code": "NPM 3", "measure": "The national heavy vehicle fleet is safer and more environmentally friendly", "target": "Safer and more environmentally friendly", "source_page": null }, { "code": "NPM 4", "measure": "Customer engagement with the NHVR is productive, simple and efficient", "target": "Productive, simple and efficient", "source_page": null }, { "code": "NPM 5", "measure": "NHVR employees work in a safe, supportive and inclusive working environment", "target": "Safe, supportive and inclusive working environment", "source_page": null } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Fatalities and injuries across the industry and its supply chain reduce through increased compliance with safety requirements", "result": "Target met", "status": "Achieved", "source_page": null }, { "code": "NPM 2", "measure": "Network connections for heavy vehicles improve, and the administrative burden on operators and road managers reduces", "result": "Improved", "status": "Substantially achieved", "source_page": null }, { "code": "NPM 3", "measure": "The national heavy vehicle fleet is safer and more environmentally friendly", "result": "More environmentally friendly", "status": "Mostly achieved", "source_page": null }, { "code": "NPM 4", "measure": "Customer engagement with the NHVR is productive, simple and efficient", "result": "Productive and efficient", "status": "Achieved", "source_page": null }, { "code": "NPM 5", "measure": "NHVR employees work in a safe, supportive and inclusive working environment", "result": "Safe and supportive working environment", "status": "Achieved", "source_page": null } ], "_source_urls": { "annual_report_url": "https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf", "corporate_plan_url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf" } }, "ideas": [ { "entity_id": "B-001962", "entity_name": "National Heavy Vehicle Regulator", "folder_name": "National-Heavy-Vehicle-Regulator", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "The report must include the following matters:\nHVNL reporting requirements Reference Pages\nThe financial statements that have been audited by\ns.693(2)(a)(i) 48–63\nan auditor decided by the responsible Ministers\nA statement of actual performance measured\nagainst the National Performance Measures\ns.693(2)(a)(ii) 36–39\n(Standards and Indicators) outlined in the current\ncorporate plan\nA statement of exceptions where the National\nPerformance Measures (Standards and Indicators)\ns.693(2)(a)(iii) 36–39\nwere not achieved, including a statement of issues\nthat impacted on the achievement of the measures\nA statement of trend analysis relating to\nperformance measured against the National s.693(2)(a)(iv) 36–39\nPerformance Measures (Standards and Indicators)\nA statement of the outcome of consultation\n17–21, 24–25,\nstrategies and activities, including a summary of s.693(2)(a)(v)\n27–29, 31, 33", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2019-20.pdf (https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-001962", "entity_name": "National Heavy Vehicle Regulator", "folder_name": "National-Heavy-Vehicle-Regulator", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "The report must include the following matters:\nHVNL reporting requirements Reference Pages\nThe financial statements that have been audited by\ns.693(2)(a)(i) 48–63\nan auditor decided by the responsible Ministers\nA statement of actual performance measured\nagainst the National Performance Measures\ns.693(2)(a)(ii) 36–39\n(Standards and Indicators) outlined in the current\ncorporate plan\nA statement of exceptions where the National\nPerformance Measures (Standards and Indicators)\ns.693(2)(a)(iii) 36–39\nwere not achieved, including a statement of issues\nthat impacted on the achievement of the measures\nA statement of trend analysis relating to\nperformance measured against the National s.693(2)(a)(iv) 36–39\nPerformance Measures (Standards and Indicators)\nA statement of the outcome of consultation\n17–21, 24–25,\nstrategies and activities, including a summary of s.693(2)(a)(v)\n27–29, 31, 33", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2019-20.pdf (https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "B-001962", "entity_name": "National Heavy Vehicle Regulator", "folder_name": "National-Heavy-Vehicle-Regulator", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 15]\n14\n0202–7102\nnalP\netaroproC\nProposed 2017–2020 budget\nFY17–18 FY18–19 FY19–20\n($000) ($000) ($000)\nRevenue\nRegulatory Income 148,000 148,000 148,000\nAccreditation fees for service (NHVAS) 2,015 2,400 2,400\nAccess fees for service 675 675 675\nTotal 150,690 151,075 151,075\nLess:\nExpenditure\nService agreement payments2 86,095 86,095 86,095\nIntelligence Access Program recoverable from jurisdictions3 (1,243) (1,243) (1,243)\nSouth Australia direct regulatory services 8,130 8,130 8,130\nNational service partnership Agreement 10,075 10,075 10,075\nLoan repayments to participating states and territories 1,787 1,871 2,340\nProject expenditure 10,496 10,496 10,496\nOperating costs of the NHVR 34,107 34,408 33,939\nIntelligent Access Program payment to TCA on behalf of 1,243 1,243 1,243\njurisdictions\nTotal 150,690 151,075 151,075\nNet Surplus 0 0 0", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "corporate-plans/2017.pdf (https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-001962", "entity_name": "National Heavy Vehicle Regulator", "folder_name": "National-Heavy-Vehicle-Regulator", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 15]\n14\n0202–7102\nnalP\netaroproC\nProposed 2017–2020 budget\nFY17–18 FY18–19 FY19–20\n($000) ($000) ($000)\nRevenue\nRegulatory Income 148,000 148,000 148,000\nAccreditation fees for service (NHVAS) 2,015 2,400 2,400\nAccess fees for service 675 675 675\nTotal 150,690 151,075 151,075\nLess:\nExpenditure\nService agreement payments2 86,095 86,095 86,095\nIntelligence Access Program recoverable from jurisdictions3 (1,243) (1,243) (1,243)\nSouth Australia direct regulatory services 8,130 8,130 8,130\nNational service partnership Agreement 10,075 10,075 10,075\nLoan repayments to participating states and territories 1,787 1,871 2,340\nProject expenditure 10,496 10,496 10,496\nOperating costs of the NHVR 34,107 34,408 33,939\nIntelligent Access Program payment to TCA on behalf of 1,243 1,243 1,243\njurisdictions\nTotal 150,690 151,075 151,075\nNet Surplus 0 0 0", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "corporate-plans/2017.pdf (https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-001962", "entity_name": "National Heavy Vehicle Regulator", "folder_name": "National-Heavy-Vehicle-Regulator", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "[Page 17]\n16\n0202–7102\nnalP\netaroproC\nHeavy Vehicle National Law Act 2012 (Qld)\nExtract from Chapter 12, Part 12.3, Division 2, s695, Corporate Plans\n(1) The Regulator must, on an annual basis, prepare (d) Identify the challenges and risks that the\nand give to responsible Ministers for approval by Regulator reasonably believes may have a\nthe Ministers a corporate plan for each three year significant impact, during the 3 year period,\nperiod on –\n(2) The corporate plan must – (i) The Regulator’s ability to implement the\n(a) Outline the Regulator’s objectives for the three Regulator’s objectives; and\nyear period; and (ii) The achievement of the objective of this\n(b) State how the Regulator’s objectives will be Law; and\nimplemented during the three year period; and (iii) The exercise of the Regulator’s functions;\n(c) Contain a statement outlining the National and", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2017.pdf (https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-001962", "entity_name": "National Heavy Vehicle Regulator", "folder_name": "National-Heavy-Vehicle-Regulator", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "[Page 17]\n16\n0202–7102\nnalP\netaroproC\nHeavy Vehicle National Law Act 2012 (Qld)\nExtract from Chapter 12, Part 12.3, Division 2, s695, Corporate Plans\n(1) The Regulator must, on an annual basis, prepare (d) Identify the challenges and risks that the\nand give to responsible Ministers for approval by Regulator reasonably believes may have a\nthe Ministers a corporate plan for each three year significant impact, during the 3 year period,\nperiod on –\n(2) The corporate plan must – (i) The Regulator’s ability to implement the\n(a) Outline the Regulator’s objectives for the three Regulator’s objectives; and\nyear period; and (ii) The achievement of the objective of this\n(b) State how the Regulator’s objectives will be Law; and\nimplemented during the three year period; and (iii) The exercise of the Regulator’s functions;\n(c) Contain a statement outlining the National and", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "corporate-plans/2017.pdf (https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-001962", "entity_name": "National Heavy Vehicle Regulator", "folder_name": "National-Heavy-Vehicle-Regulator", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 48]\n47\n7102–6102\ntropeR\nlaunnA\nRisk management A total of 36 findings and 40 Code of conduct\nrecommendations were handed down for\nThe identification, analysis, treatment, management action from three of the four Everyone working for us must comply with\nmonitoring and review of risk are audit reports received by the Regulator our Code of Conduct.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-001962", "entity_name": "National Heavy Vehicle Regulator", "folder_name": "National-Heavy-Vehicle-Regulator", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 48]\n47\n7102–6102\ntropeR\nlaunnA\nRisk management A total of 36 findings and 40 Code of conduct\nrecommendations were handed down for\nThe identification, analysis, treatment, management action from three of the four Everyone working for us must comply with\nmonitoring and review of risk are audit reports received by the Regulator our Code of Conduct.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2016-17.pdf (https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "B-001962", "entity_name": "National Heavy Vehicle Regulator", "folder_name": "National-Heavy-Vehicle-Regulator", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 22]\nKey result area: Sustainability\n8102–7102\ntropeR\nlaunnA\nRVHN\nKey result area: Sustainability\nObjectives Strategies\n3.1 The use of higher-productivity 3.1.1 Improve the level of access for higher-productivity vehicles\nvehicles is increased in order to\nminimise the impact of heavy\nvehicles on the environment\n3.2 Heavy vehicle access to the 3.2.1 Work with road managers to preserve their assets in accordance with their lifespan, while seeking\nnational network is sustainable higher productivity\nand optimises network\n3.2.2 Ensure key stakeholders and partners are well informed of their roles in delivering sustainable\nperformance\naccess to network infrastructure\n3.2.3 Seek to influence national heavy-vehicle-related infrastructure priorities to address critical\nbottlenecks and optimise network productivity\n3.3 The heavy vehicle industry 3.3.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2017-18.pdf (https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-001962", "entity_name": "National Heavy Vehicle Regulator", "folder_name": "National-Heavy-Vehicle-Regulator", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 22]\nKey result area: Sustainability\n8102–7102\ntropeR\nlaunnA\nRVHN\nKey result area: Sustainability\nObjectives Strategies\n3.1 The use of higher-productivity 3.1.1 Improve the level of access for higher-productivity vehicles\nvehicles is increased in order to\nminimise the impact of heavy\nvehicles on the environment\n3.2 Heavy vehicle access to the 3.2.1 Work with road managers to preserve their assets in accordance with their lifespan, while seeking\nnational network is sustainable higher productivity\nand optimises network\n3.2.2 Ensure key stakeholders and partners are well informed of their roles in delivering sustainable\nperformance\naccess to network infrastructure\n3.2.3 Seek to influence national heavy-vehicle-related infrastructure priorities to address critical\nbottlenecks and optimise network productivity\n3.3 The heavy vehicle industry 3.3.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "annual-reports/2017-18.pdf (https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "B-001962", "entity_name": "National Heavy Vehicle Regulator", "folder_name": "National-Heavy-Vehicle-Regulator", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "Strong stakeholder • Communications Stakeholders are • 80% industry respondents to\nand partner management work program able to meaningfully customer survey report above\nrelationships facilitate • Industry stakeholder contribute to regulatory average satisfaction.\nachievement of management work program outcomes through • Feedback mechanisms are 100%\nimproved regulatory • Industry training program open consultation operational.\noutcomes. • Intergovernmental (transport, and communication • 100% of formal actions arising\nroad authorities and policing channels. from stakeholder forums are\nagencies) stakeholder implemented.\nmanagement work program\nThe NHVR is open and • Advice and guidance is widely\nresponsive to requests available to stakeholders, with\nand feedback on its feedback mechanisms in place\nregulatory activities, to support and inform continuous\napproaches and improvement.\nservices.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "corporate-plans/2018.pdf (https://www.nhvr.gov.au/files/201806-0843-nhvr-corporate-plan-2018-2021.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "B-001962", "entity_name": "National Heavy Vehicle Regulator", "folder_name": "National-Heavy-Vehicle-Regulator", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "Strong stakeholder • Communications Stakeholders are • 80% industry respondents to\nand partner management work program able to meaningfully customer survey report above\nrelationships facilitate • Industry stakeholder contribute to regulatory average satisfaction.\nachievement of management work program outcomes through • Feedback mechanisms are 100%\nimproved regulatory • Industry training program open consultation operational.\noutcomes. • Intergovernmental (transport, and communication • 100% of formal actions arising\nroad authorities and policing channels. from stakeholder forums are\nagencies) stakeholder implemented.\nmanagement work program\nThe NHVR is open and • Advice and guidance is widely\nresponsive to requests available to stakeholders, with\nand feedback on its feedback mechanisms in place\nregulatory activities, to support and inform continuous\napproaches and improvement.\nservices.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "corporate-plans/2018.pdf (https://www.nhvr.gov.au/files/201806-0843-nhvr-corporate-plan-2018-2021.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2020-21", "url": "https://www.nhvr.gov.au/files/202110-1270-nhvr-annual-report-2020-21.pdf", "file": "annual-reports/2020-21.pdf", "bytes": 12753756, "link_text": "Annual Report 2020-21 (PDF, 12.2MB)" }, { "category": "annual-reports", "year": "2019-20", "url": "https://www.nhvr.gov.au/files/202010-1175-nhvr-annual-report-2019-20.pdf", "file": "annual-reports/2019-20.pdf", "bytes": 8966100, "link_text": "Annual Report 2019-20 (PDF, 8.6MB)" }, { "category": "annual-reports", "year": "2018-19", "url": "https://www.nhvr.gov.au/files/201911-1120-nhvr-2018-19-annual-report-web.pdf", "file": "annual-reports/2018-19.pdf", "bytes": 12089373, "link_text": "Annual Report 2018-19 (PDF, 11.5MB)" }, { "category": "annual-reports", "year": "2017-18", "url": "https://www.nhvr.gov.au/files/201811-0926-nhvr-annual-report-2017-18.pdf", "file": "annual-reports/2017-18.pdf", "bytes": 6951611, "link_text": "Annual Report 2017-18 (PDF, 6.6MB)" }, { "category": "annual-reports", "year": "2016-17", "url": "https://www.nhvr.gov.au/files/201710-0712-nhvr-annual-report-2016-17.pdf", "file": "annual-reports/2016-17.pdf", "bytes": 7986806, "link_text": "Annual Report 2016-17 (PDF, 7.6MB)" }, { "category": "corporate-plans", "year": "2021", "url": "https://www.nhvr.gov.au/files/202107-1243-nhvr-corporate-plan-2021-2024.pdf", "file": "corporate-plans/2021.pdf", "bytes": 1180619, "link_text": "Corporate Plan 2021-2024 (PDF, 1.1MB)" }, { "category": "corporate-plans", "year": "2020", "url": "https://www.nhvr.gov.au/files/202006-1155-nhvr-corporate-plan-2020-2023.pdf", "file": "corporate-plans/2020.pdf", "bytes": 779544, "link_text": "Corporate Plan 2020-2023 (PDF, 761KB)" }, { "category": "corporate-plans", "year": "2019", "url": "https://www.nhvr.gov.au/files/201907-1085-nhvr-corporate-plan-2019-2022.pdf", "file": "corporate-plans/2019.pdf", "bytes": 2540184, "link_text": "Corporate Plan 2019-2022 (PDF, 2.4MB)" }, { "category": "corporate-plans", "year": "2018", "url": "https://www.nhvr.gov.au/files/201806-0843-nhvr-corporate-plan-2018-2021.pdf", "file": "corporate-plans/2018.pdf", "bytes": 5326693, "link_text": "Corporate Plan 2018-2021 (PDF, 5.1MB)" }, { "category": "corporate-plans", "year": "2017", "url": "https://www.nhvr.gov.au/files/201705-0533-nhvr-corporate-plan-17-20.pdf", "file": "corporate-plans/2017.pdf", "bytes": 1539787, "link_text": "Corporate Plan 2017-2020 (PDF, 2.1MB)" }, { "category": "pbs", "year": "2020", "url": "https://www.nhvr.gov.au/files/202006-1047-nhvr-artsa-pbs-report-june-2020.pdf", "file": "pbs/2020.pdf", "bytes": 1763103, "link_text": "Performance Based Standards - Australia’s PBS fleet 2020 (PDF, 1.7MB)" }, { "category": "pbs", "year": "2019", "url": "https://www.nhvr.gov.au/files/201903-1026-adding-identical-vehicles-to-a-pbs-vehicle-approval.pdf", "file": "pbs/2019.pdf", "bytes": 245675, "link_text": "Adding identical vehicles to a PBS Vehicle Approval (PDF, 240KB)" }, { "category": "strategies", "year": "2021", "url": "https://www.nhvr.gov.au/files/202111-1275-hv-safety-strategy-2021-25.pdf", "file": "strategies/202111-1275-hv-safety-strategy-2021-25.pdf", "bytes": 1254195, "link_text": "Heavy Vehicle Safety Strategy 2021-2025 (PDF, 1.2MB)" }, { "category": "strategies", "year": "2021-22", "url": "https://www.nhvr.gov.au/files/202111-1276-hv-safety-strategy-action-plan-2021-25.pdf", "file": "strategies/202111-1276-hv-safety-strategy-action-plan-2021-25.pdf", "bytes": 234634, 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