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"period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "Report - Regulatory Performance Framework external review 2020", "url": "http://www.nopsema.gov.au/sites/default/files/documents/2021-03/A748497.pdf", "period": "2021", "confidence": "medium" }, { "type": "strategie", "title": "Reflect Reconciliation Action Plan (RAP)", "url": "http://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA Reflect Reconciliation Action Plan.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "decommissioning compliance strategy", "url": "https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Decommissioning%20Compliance%20Strategy%202024%20-%202029.pdf", "period": "2020", "confidence": "medium" }, { "type": "strategie", "title": "Research Strategy", "url": "https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA Research Strategy edited 3.pdf", "period": null, "confidence": "medium" } ], "purpose": { "text": "To assure the 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"https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=4" }, "strategic_priorities": [ { "title": "Structural integrity", "description": "Structural integrity", "source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "source_page": 10, "source_deep_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10" }, { "title": "Redundant wells", "description": "Redundant wells", "source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "source_page": 10, "source_deep_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10" }, { "title": "Psychosocial health", "description": "Psychosocial health", "source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "source_page": 10, "source_deep_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10" }, { "title": "Control of work", "description": "Control of work", "source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "source_page": 10, "source_deep_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10" }, { "title": "Leadership and management", "description": "Leadership and management", "source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "source_page": 10, "source_deep_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10" } ], "values": [ { "name": "Professionalism", "description": "", "source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "source_page": null }, { "name": "Ethics", "description": "", "source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "source_page": null }, { "name": "Independence", "description": "", "source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "source_page": null }, { "name": "Leadership", "description": "", "source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "source_page": null }, { "name": "Collegiality", "description": "", "source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: A protected offshore workforce and environment", "description": "Through regulatory oversight of Australia’s offshore energy industries, as well as through engaging, advising, and educating the regulated community.", "activities": [ "Promote and enforce the effective management of risks to the workforce, the environment, and the structural integrity of facilities, wells and well related equipment through regulation of the Australian offshore petroleum and greenhouse gas storage industries." ], "source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "source_page": 9, "source_deep_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=9" } ], "performance_measures": [ { "code": "LTI", "measure": "The industry’s lost time injury (LTI) days, major injury, and fatality rates", "target": "≥ 3 days", "latest_result": "Target met", "status": "Achieved", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 10, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Marine pollution", "measure": "The industry has no significant marine pollution events (Level 3 National Plan)", "target": "No Level 3 events", "latest_result": "Not achieved", "status": "Not achieved", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 10, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Inspection program", "measure": "We implement our inspection program", "target": "90%", "latest_result": "97% within legislated timeframes", "status": "Mostly achieved", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 10, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Assessment decisions", "measure": "Assessment decisions are made in line with statutory timeframes and documented commitments", "target": "95%", "latest_result": "95%", "status": "Mostly achieved", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 10, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Appropriate decommissioning plans", "measure": "Appropriate decommissioning plans are in place prior to cessation of production", "target": "80%", "latest_result": "80%", "status": "Mostly achieved", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 10, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Collaboration with regulators", "measure": "We collaborate with domestic and international regulators to improve our regulatory practices, share 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"https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 12, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Percentage of current employees", "measure": "Percentage of current employees completing annual mandatory training", "target": "100%", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 12, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Digital Transformation Program milestones", "measure": "The Digital Transformation Program (DTP) milestones are met in accordance with the approved project plan", "target": "90%", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 12, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Stakeholder rating", "measure": "The majority of stakeholders rate the agency highly for having effective engagement and education 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"https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 13, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Stakeholder perception", "measure": "The majority of stakeholders rate the agency highly for having effective engagement and education initiatives", "target": ">75%", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 13, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Stakeholder safety and environmental management", "measure": "The majority of stakeholders rate the agency highly for regularly providing the right information to provide clarity, in an accessible format", "target": ">75%", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 13, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Employee engagement", "measure": "Our employee engagement score in the annual APS Employee Census survey is maintained above the target", "target": ">75", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 12, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Scheduled audits and reviews", "measure": "Our activities are subject to regular internal and external audits and reviews", "target": "85%", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 12, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Digital Transformation Program", "measure": "The Digital Transformation Program (DTP) milestones are met in accordance with the approved project plan", "target": "90%", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 12, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Stakeholder relationship", "measure": "The majority of stakeholders rate the agency highly for having effective engagement and education initiatives", "target": ">75%", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 13, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Regulatory framework promotion", "measure": "The majority of stakeholders rate the agency highly for regularly providing the right information to provide clarity, in an accessible format", "target": ">75%", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 13, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Regulatory stakeholder engagement", "measure": "Our employee engagement score in the annual APS Employee Census survey is maintained above the target", "target": ">75", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 13, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Risk-based regulatory actions", "measure": "Utilise data and regulatory intelligence to guide regulatory actions and application of effort", "target": "N/A", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 13, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 }, { "code": "Collaboration and engagement", "measure": "Proactively engage with our stakeholders and collaborate to drive positive safety, infrastructure integrity and environmental management outcomes", "target": "N/A", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf", "target_source_page": 13, "result_source_url": "https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf", "result_source_page": 11 } ], "document_alignment_terms": { "must_support": [ "To assure the protection of lives and the environment through regulatory oversight of Australia’s offshore energy operations and the environment", "A protected offshore workforce and environment", "Structural integrity", "Redundant wells", "Psychosocial health", "Control of work", "Leadership and management" ], "watch_terms": [ "The industry’s lost time injury (LTI) days, major injury, and fatality rates", "The industry has no significant marine pollution events (Level 3 National Plan)", "We implement our inspection program", "Assessment decisions are made in line with statutory timeframes and documented commitments", "Appropriate decommissioning plans are in place prior to cessation of production", "We collaborate with domestic and international regulators to improve our regulatory practices, share information and cultivate consistency", "Our employee engagement score in the annual APS Employee Census survey is maintained above the target", "Percentage of current employees completing annual mandatory training", "The Digital Transformation Program (DTP) milestones are met in accordance with the approved project plan", "The majority of stakeholders rate the agency highly for having effective engagement and education initiatives", "The majority of stakeholders rate the agency highly for regularly providing the right information to provide clarity, in an accessible format", "The majority of stakeholders rate the agency highly for having effective engagement and education initiatives" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# National Offshore Petroleum Safety and Environmental Management Authority — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-30\n**Annual Report**: [2024-25](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)\n**Corporate Plan**: [2025-30](https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf)\n\n## Vision\n\n> A protected offshore workforce and environment [[CP p.4](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=4)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=4)]\n\n## Our purpose / purposes\n\n> To assure the protection of lives and the environment through regulatory oversight of Australia’s offshore energy operations and the environment [[CP p.9](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=9)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=9)]\n\n## How we deliver\n\n> Influence | Oversee | Enforce [[CP p.4](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=4)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=4)]\n\n## Government priorities for this department\n\n- Structural integrity [[CP p.10](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=10)]\n- Redundant wells [[CP p.10](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=10)]\n- Psychosocial health [[CP p.10](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=10)]\n- Control of work [[CP p.10](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=10)]\n- Leadership and management [[CP p.10](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=10)]\n\n## Outcomes\n\n### Outcome 1: A protected offshore workforce and environment\nThrough regulatory oversight of Australia’s offshore energy industries, as well as through engaging, advising, and educating the regulated community. [[CP p.9](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=9)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=9)]\n\n**Key activities:**\n- Promote and enforce the effective management of risks to the workforce, the environment, and the structural integrity of facilities, wells and well related equipment through regulation of the Australian offshore petroleum and greenhouse gas storage industries.\n\n## Values and principles\n\n_APS Values_\n\n- Professionalism\n- Ethics\n- Independence\n- Leadership\n- Collegiality\n\n## What they will measure themselves on this year (targets from 2025-30 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| LTI | The industry’s lost time injury (LTI) days, major injury, and fatality rates | ≥ 3 days | [CP p.10](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=10) |\n| Marine pollution | The industry has no significant marine pollution events (Level 3 National Plan) | No Level 3 events | [CP p.10](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=10) |\n| Inspection program | We implement our inspection program | 90% | [CP p.10](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=10) |\n| Assessment decisions | Assessment decisions are made in line with statutory timeframes and documented commitments | 95% | [CP p.10](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=10) |\n| Appropriate decommissioning plans | Appropriate decommissioning plans are in place prior to cessation of production | 80% | [CP p.10](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=10) |\n| Collaboration with regulators | We collaborate with domestic and international regulators to improve our regulatory practices, share information and cultivate consistency | Achieved | [CP p.10](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=10)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=10) |\n| Employee engagement score | Our employee engagement score in the annual APS Employee Census survey is maintained above the target | >75 | [CP p.12](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=12)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=12) |\n| Percentage of current employees | Percentage of current employees completing annual mandatory training | 100% | [CP p.12](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=12)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=12) |\n| Digital Transformation Program milestones | The Digital Transformation Program (DTP) milestones are met in accordance with the approved project plan | 90% | [CP p.12](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=12)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=12) |\n| Stakeholder rating | The majority of stakeholders rate the agency highly for having effective engagement and education initiatives | >75% | [CP p.13](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=13)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=13) |\n| Stakeholder information rating | The majority of stakeholders rate the agency highly for regularly providing the right information to provide clarity, in an accessible format | >75% | [CP p.13](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=13)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=13) |\n| Stakeholder perception | The majority of stakeholders rate the agency highly for having effective engagement and education initiatives | >75% | [CP p.13](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=13)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=13) |\n| Stakeholder safety and environmental management | The majority of stakeholders rate the agency highly for regularly providing the right information to provide clarity, in an accessible format | >75% | [CP p.13](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=13)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=13) |\n| Employee engagement | Our employee engagement score in the annual APS Employee Census survey is maintained above the target | >75 | [CP p.12](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=12)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=12) |\n| Scheduled audits and reviews | Our activities are subject to regular internal and external audits and reviews | 85% | [CP p.12](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=12)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=12) |\n| Digital Transformation Program | The Digital Transformation Program (DTP) milestones are met in accordance with the approved project plan | 90% | [CP p.12](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=12)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=12) |\n| Stakeholder relationship | The majority of stakeholders rate the agency highly for having effective engagement and education initiatives | >75% | [CP p.13](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=13)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=13) |\n| Regulatory framework promotion | The majority of stakeholders rate the agency highly for regularly providing the right information to provide clarity, in an accessible format | >75% | [CP p.13](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=13)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=13) |\n| Regulatory stakeholder engagement | Our employee engagement score in the annual APS Employee Census survey is maintained above the target | >75 | [CP p.13](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=13)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=13) |\n| Risk-based regulatory actions | Utilise data and regulatory intelligence to guide regulatory actions and application of effort | N/A | [CP p.13](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=13)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=13) |\n| Collaboration and engagement | Proactively engage with our stakeholders and collaborate to drive positive safety, infrastructure integrity and environmental management outcomes | N/A | [CP p.13](https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf#page=13)(https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf#page=13) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| LTI | The industry’s lost time injury (LTI) days, major injury, and fatality rates | Target met | Achieved | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Marine pollution | The industry has no significant marine pollution events (Level 3 National Plan) | Not achieved | Not achieved | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Inspection program | We implement our inspection program | 97% within legislated timeframes | Mostly achieved | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Assessment decisions | Assessment decisions are made in line with statutory timeframes and documented commitments | 95% | Mostly achieved | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Appropriate decommissioning plans | Appropriate decommissioning plans are in place prior to cessation of production | 80% | Mostly achieved | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Collaboration with regulators | We collaborate with domestic and international regulators to improve our regulatory practices, share information and cultivate consistency | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Employee engagement score | Our employee engagement score in the annual APS Employee Census survey is maintained above the target | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Percentage of current employees | Percentage of current employees completing annual mandatory training | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Digital Transformation Program milestones | The Digital Transformation Program (DTP) milestones are met in accordance with the approved project plan | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Stakeholder rating | The majority of stakeholders rate the agency highly for having effective engagement and education initiatives | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Stakeholder information rating | The majority of stakeholders rate the agency highly for regularly providing the right information to provide clarity, in an accessible format | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Stakeholder perception | The majority of stakeholders rate the agency highly for having effective engagement and education initiatives | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Stakeholder safety and environmental management | The majority of stakeholders rate the agency highly for regularly providing the right information to provide clarity, in an accessible format | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Employee engagement | Our employee engagement score in the annual APS Employee Census survey is maintained above the target | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Scheduled audits and reviews | Our activities are subject to regular internal and external audits and reviews | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Digital Transformation Program | The Digital Transformation Program (DTP) milestones are met in accordance with the approved project plan | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Stakeholder relationship | The majority of stakeholders rate the agency highly for having effective engagement and education initiatives | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Regulatory framework promotion | The majority of stakeholders rate the agency highly for regularly providing the right information to provide clarity, in an accessible format | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Regulatory stakeholder engagement | Our employee engagement score in the annual APS Employee Census survey is maintained above the target | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Risk-based regulatory actions | Utilise data and regulatory intelligence to guide regulatory actions and application of effort | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |\n| Collaboration and engagement | Proactively engage with our stakeholders and collaborate to drive positive safety, infrastructure integrity and environmental management outcomes | N/A | N/A | [AR p.11](https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11)(https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf#page=11) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# National Offshore Petroleum Safety and Environmental Management Authority - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:55:17.938982+00:00\n**Entity ID**: O-000889\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Industry, Science and Resources\n**Website**: http://www.nopsema.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 | 3 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 39 |\n| reviews | 1 |\n| strategies | 8 |\n\n## Executive Readout\n\n### Purpose\n\n- 3.1 Vision, purpose and values\nOUR VISION A protected offshore workforce and environment\nOUR PURPOSE To assure the protection of lives and the environment\nOUR VALUES We will: OUR APPROACH Influence Oversee Enforce\nProfessionalism be accountable, consistent, reasonable, and act in accordance with the law\nEthics demonstrate respect and integrity in all we do\nIndependence make our decisions impartially on the merits of the circumstances, and without undue influence\nLeadership be proactive, inclusive, and decisive in our conduct as a pre-eminent regulator\nCollegiality make and act on informed decisions through open and respectful dialogue\n3.2 Outcome and programs\nThe OIR shares an outcome with NOPSEMA but administers a separate program (1.2) as noted below:\nOUTCOME STATEMENT PROGRAMS\n1.2: Offshore Infrastructure Regulator\nA protected offshore workforce and\n Source: `corporate-plans/2024.pdf (https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf)`\n- 2c Undertake strategic workforce planning to build\n1b Continue to review and implement the compliance 3c Establish and maintain OIR’s reputation as a\ncapability to achieve organisational objectives.\ndelivery framework and strategy, utilising data and leading practice, independent expert\n2d Develop and implement an agency-wide people,\nintelligence to inform a risk-based approach. regulator.\nculture and safety strategy, including a focus on\n1c Review our cost recovery framework and assess 3d Build and maintain relationships with other\nleadership development.\noptions to ensure ongoing financial sustainability. agencies, committees and regulators,\n2e Commence implementation of our Digital\n1d Implement our refreshed Investigations Framework. including at strategic levels to influence\nTransformation Program.\npolicy and legislation reforms to deliver\nmutually beneficial outcomes.\n Source: `corporate-plans/2024.pdf (https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf)`\n- [Page 95]\nNOPSEMA Annual Report 2020–21 PART 7: Reference material 94\nPART 7: Reference\nmaterial\nList of requirements\nPGPA Rule Part of Description Requirement PGPA Rule\nReference Report Reference\n17BE Contents of 17BE\nannual report\n17BE(a) Establishing Details of the legislation establishing Mandatory 17BE(a)\nlegislation and the body.\nprincipal\nfunctions\n17BE(b)(i) Establishing A summary of the objects and Mandatory 17BE(b)(i)\nlegislation and functions of the entity as set out in\nprincipal legislation.\nfunctions\n17BE(b)(ii) Vision, The purposes of the entity as included Mandatory 17BE(b)(ii)\npurpose, in the entity’s corporate plan for the\napproach & reporting period.\nvalues\n17BE(c) Our ministers The names of the persons holding the Mandatory 17BE(c)\nposition of responsible Minister or\nresponsible Ministers during the\nreporting period, and the titles of those\nresponsible Ministers.\n Source: `annual-reports/2020-21.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Annual%20Report%202020-21.pdf)`\n- [Page 145]\nList of requirements\nPGPA Rule Part of Report Description Requirement\nReference\n17BE Contents of annual\nreport\n17BE(a) Enabling legislation Details of the legislation establishing the body Mandatory\nand principal\nfunctions\n17BE(b)(i) Enabling legislation A summary of the objects and functions of the Mandatory\nand principal entity as set out in legislation\nfunctions\n17BE(b)(ii) Vision, purpose, The purposes of the entity as included in the Mandatory\napproach and values entity’s corporate plan for the reporting period\n17BE(c) Our Ministers The names of the persons holding the position Mandatory\nof responsible Minister or responsible Ministers\nduring the reporting period, and the titles of those\nresponsible Ministers\n17BE(d) N/A Directions given to the entity by the Minister If applicable,\nunder an Act or instrument during the reporting mandatory\nperiod\n Source: `annual-reports/2022-23.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202022-23%20%28A1025147%29.pdf)`\n\n### Role and Functions\n\n- [Page 44]\nStrategic goal 1: Maintain our role\nas an expert risk-based regulator\nKPIs 1-5\n1 – MERIT-BASED REGULATORY DECISIONS\nKPI 1 Merit-based regulatory decisions PBS 1 RPG 2\nIndependently administer the regulatory framework in line with government policy and guidance and make merit-\nbased decisions on the evidence and facts presented.\n Source: `annual-reports/2022-23.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202022-23%20%28A1025147%29.pdf)`\n- [Page 73]\nThe SWOT factor analysis also highlighted some internal factors that the agency sought to address as follows:\nSWOT factor examples 2022-23: Actions undertaken in response to these factors:\nStrengths These strengths were maintained.\n• Improved engagement with fishers, ENGOs • Sustained number of engagements\n• Increased compliance oversight • Published new guidance framework\n• All enforcement actions overseen by CC14\nWeaknesses Improvements were made:\n• Accurate forecasting for environment plan • Forecasting model was revised and improved\nsubmissions • Recruitment timing was improved to facilitate better\n• Recruitment timing - handover handovers\nOpportunities Improvements were made:\n• Research organisations – identifying gaps • Research Strategy 2023-25 published\n• Streamline QMS size and complexity • QMS review completed – reduced size and complexity\n Source: `annual-reports/2022-23.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202022-23%20%28A1025147%29.pdf)`\n- Target 2019-20 2020-21 2021-22 2022-23 2023-24\n100% 100% 100% 100% 100% 100%\nMethodology\nNOPSEMA administers an objectives-based, risk focused, regulatory regime where the responsibility for identifying,\nmitigating and minimising risk sits with those wishing to undertake offshore energy activities - as these are the\nentities who are creating the risks.\n Source: `annual-reports/2023-24.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%202024%20Annual%20Report%20Digital%20FINAL.pdf)`\n- We collaborate with Achieved Achieved RPG 2 We invest in Transformation Program\nmaintaining effective international regulators technology to ensure (DTP) annual milestones\nfuture operations to improve our regulatory our systems are are met on time.\nand meeting future practices, share information robust, adaptive, fit for\nchallenges and cultivate consistency. purpose and provide\nan improved\nuser-experience\n*Note: Measures 1-6 are published in NOPSEMA’s 2024-25 Portfolio Budget Statements (PBS) as they measure\nProgram Outcomes.\n[1] As per National Plan for Maritime Environmental Emergencies 2020 (amsa.gov.au) page 49.\n[2] Includes our corporate and regulatory functions\n48 NOPSEMA Annual Report 2024-25 49\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- The majority of >75% Data not RPG 3\nburden on industry,\nWe promote the stakeholders rate available\n[1] As per National Plan for Maritime Environmental Emergencies 2020 (amsa.gov.au) page 49.\n[2] Includes our corporate and regulatory functions\nmaintaining effective\nregulatory framework the agency highly for\nfuture operations\nto influence continuous regularly providing the\nand meeting future\nimprovement in safety and right information to\nchallenges\nenvironmental outcomes provide clarity, in an\naccessible format\n*Note: Measure 6 is published in the OIR’s 2024-25 Portfolio Budget Statement (PBS) as they measure Program Outcomes.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- [Page 47]\nStrategic goal 1: Maintain role as\nan expert risk-based regulator\nKPIs 1-5\nKPI 1 Merit-based regulatory decisions KPI type Effectiveness/efficiency Links PBS1, RPG2\nIndependently administer the regulatory framework in line with government policy and guidance and make merit-\nbased decisions on the evidence and facts presented.\n Source: `annual-reports/2023-24.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%202024%20Annual%20Report%20Digital%20FINAL.pdf)`\n\n### Strategic Priorities\n\n- 2024-25 PRIORITIES\n1a Undertake regulatory preparation, development and implementation of new and expanded functions and activities\nKEY ACTIVITIES PERFORMANCE MEASURES\nPBS6\nRationale and expected outcomes Contributing KPIs (1) Target\nLink\nWe evolve and adapt to meet government key priorities, including reducing unnecessary burden on industry,\n1.3\nmaintaining effective future operations and meeting future challenges\nWe collaborate with international\nWe collaborate with other regulators to adopt learnings and\nregulators to improve our regulatory PBS\naim to continually improve and implement best practice 6 Achieved\npractices, share information and KPI 6\nregulation for better safety and environmental outcomes.\ncultivate consistency.\n Source: `corporate-plans/2024.pdf (https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf)`\n- Our audits and reviews are conducted to: 9* Our activities4 are subject to regular 85% of\nscheduled\n• provide assurance that our operations, culture, policies and internal and external audits and reviews assurance\nprocedures comply with legislation, and best practice regulatory to measure alignment with best practice activities are\nand business standards standards. completed\nas per the\n• identify areas for improvement, mitigate risk, enhance business approved\nassurance\noperations and reduce process burden\nplan\n• assess the effectiveness of controls and risk management.\n* Priorities and performance measures that are also relevant to the OIR\n4 Includes our corporate and regulatory functions\nNOPSEMA Corporate Plan 2025-30 12\n Source: `corporate-plans/2025.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf)`\n- Compliance table – summary\nOPGGS Act and PGPA Act requirements Section\nPreparation of the plan 3\nReporting periods 3\nEntity purpose 4.1\nKey activities 8-11\nOperating context – environment, capabilities 5-6\nOperating context – cooperation, risk 14-16\nPerformance measures and targets 8-11\nOther matters (stakeholder engagement) 13\nAnalysis of risk factors 16.3\n19.\n Source: `corporate-plans/2025.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf)`\n- Compliance table – summary\nOPGGS Act and PGPA Act requirements Section\nPreparation of the plan 2\nReporting periods 2\nEntity purpose 3.1\nKey activities 9\nOperating context – environment, capabilities 4, 7\nOperating context – co-operation, risk 5, 8\nPerformance measures and targets 9\nOther matters (stakeholder engagement) 5\nAnalysis of risk factors 8.1\n12.\n Source: `corporate-plans/2025.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf)`\n- STRATEGIC GOAL 1 – ENHANCE OUR REGULATORY APPROACH\nOBJECTIVE 2024-25 PRIORITIES\nUndertake regulatory preparation, development and\nWe will strive for excellence in regulatory management of 1a implementation of new and expanded functions and\nthe offshore energy sector by:\nactivities\n• enabling new functions including the Offshore Continue to review and implement the compliance\nInfrastructure Regulator (OIR) and greenhouse 1b delivery framework and strategy, utilising data and\ngas storage intelligence to inform a risk-based approach.\n• continuously maturing our approach to regulation\nReview our cost recovery framework and assess options\n• coordinating a strategic approach to managing 1c\nto ensure ongoing financial sustainability.\nemerging issues and risks, and proposals for\nlegislative change.\n Source: `corporate-plans/2024.pdf (https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf)`\n- OPGGS Act and PGPA Act requirements Section\nPreparation of the plan statement 2\nAnalysis of risk factors 17.4\nHuman resource strategies (Capabilities) 6\nOther matters (Stakeholder engagement) 15\nCover a period of at least 4 reporting periods 3\nIntroduction – including reporting period 4\nEntity purpose 4.1\nKey activities 9 -12\nOperating context – including environment, capabilities, risk, co-operation 5\nPerformance measures and targets 8 -14\nConformance with Ministerial expectations\n20.\n Source: `corporate-plans/2024.pdf (https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf)`\n- [pages 16,17,18,19]\nOther matters (Stakeholder engagement) 15\nCover a period of at least 4 reporting periods 3\nIntroduction – including reporting period 4\nEntity purpose 4.1\nKey activities 9 -12\nOperating context – including environment, capabilities, risk, co-operation 5\nPerformance measures and targets 8 -14\nConformance with Ministerial expectations\n20.\n Source: `corporate-plans/2024.pdf (https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf)`\n- PGPA Act Requirements Section\nIntroduction - preparation of the plan statement 2\nIntroduction - cover at least 4 reporting periods 2\nEntity purpose 3\nKey activities 8\nOperating context – including environment, capabilities, risk, co-operation 4-7\nPerformance measures and targets 8\nCorporate Plan 2024-29 A1027150 P a g e | 26\n Source: `corporate-plans/2024.pdf (https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf)`\n- NOPSEMA PERFORMANCE MEASURES 2022-23 RESULT\n1 Merit-based regulatory decisions ++\n2 Risk based graduated enforcements +++\n3 Compliance strategy +++\n4 Regulatory information management ++\n5 GHG emissions and climate change +++\n6 Compliance with SCFAs +++\n7 Senior executive oversight +++\n8 Decommissioning obligations +++\n9 Modern and collaborative regulation +++\n10 Management of psychosocial hazards +++\n11 Reporting to Ministers +++\n12 Liaison across government +++\n13 Promotion +++\n14 Co-operation with NOPTA +++\n15 Engagement with the Advisory Board +++\n16 Stakeholder engagement +++\n17 Environment scan +++\n18 Government key priorities +++\n19 Inform policy development +++\n20 Operate in line with APS +++\n21 Continuous improvement +++\n22 Reviews +++\n23 Cost effectiveness +++\nPart 4: ANNUAL PERFORMANCE STATEMENTS 41\n Source: `annual-reports/2022-23.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202022-23%20%28A1025147%29.pdf)`\n- [Page 73]\nThe SWOT factor analysis also highlighted some internal factors that the agency sought to address as follows:\nSWOT factor examples 2022-23: Actions undertaken in response to these factors:\nStrengths These strengths were maintained.\n• Improved engagement with fishers, ENGOs • Sustained number of engagements\n• Increased compliance oversight • Published new guidance framework\n• All enforcement actions overseen by CC14\nWeaknesses Improvements were made:\n• Accurate forecasting for environment plan • Forecasting model was revised and improved\nsubmissions • Recruitment timing was improved to facilitate better\n• Recruitment timing - handover handovers\nOpportunities Improvements were made:\n• Research organisations – identifying gaps • Research Strategy 2023-25 published\n• Streamline QMS size and complexity • QMS review completed – reduced size and complexity\n Source: `annual-reports/2022-23.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202022-23%20%28A1025147%29.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Reference\nMaterial\nResults\n2020-21 2021-22 2022-23 2023-24 2024-25\nTotal injury rate 4.15 7.56 5.73 6.15 5.16\nResult rating Not a performance measure in previous Corporate Plans Partially achieved\n50 NOPSEMA Annual Report 2024-25 51\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- Year in review\nDuring the reporting period, NOPSEMA NOPSEMA participated in several committees\nmaintained a compliance focus on titleholders’ and workshops, such as the National Plan\nPart 2\noil spill response arrangements and capability, Strategic Coordination Committee (NPSCC), NOPSEMA\nPerformance Measure 2\nOverview\nin particular source control planning and National Plan Strategic Industry Advisory Forum\nKPI 2 There are no significant marine pollution events (Level 3 National Plan) preparedness, and operational and scientific (NPSIAF), National Plan Environmental Scientific\nPart 3\nmonitoring arrangements. and Technical Network Workshop, National Management and\nTarget Achieved Oiled Wildlife Working Group, and the Marine accountability\nPromotion of cooperative solutions with\nPollution Controllers Workshop, as well as\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- Regardless of the process and material in question, the Australian Government and Part 4\nNOPSEMA are fully committed to ensuring decommissioning is carried out in a timely, Result rating Not a performance measure in previous Corporate Plans Achieved Annual\nperformance\nsafe, and environmentally responsible way.\nstatements\nData sources • Regulatory Management System (RMS) Database Part 5\nAnalysis of results Financial\n• Electronic Document Records Management System (EDRMS) statements\nSince publication of the Decommissioning Over the last year, NOPSEMA has continued\nCaveats The Decommissioning Compliance Strategy (DCS) was initially published in Compliance Strategy, target time periods to collaborate and engage with stakeholders, Part 6\nAppendices\nmid-2021 and has since been revised for the 2024–2029 period.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- [Page 31]\n4 | Annual performance statements\nPerformance Measure 6 Analysis of results\nKPI 6 We collaborate with international regulators to improve our NOPSEMA attends the IRF and IOPER annual Australia’s leadership in the progress of IRF and\nregulatory practices, share information and cultivate consistency. general meetings and mid-year meetings, IOPER is reflected in:\nNOPSEMA also attends their conference with\nTarget Achieved industry held every 2-3 years.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- [Page 38]\n4 | Annual performance statements\nAnalysis of performance results – OIR\nStrategic Goal 1 – Enhance our regulatory approach Strategic Goal 2 – Build our organisational capability\nKey Activity 1.3 Key Activity 2.1\nWe evolve and adapt to meet government key priorities, including reducing unnecessary burden We ensure our people have professional and technical expertise and act with integrity\non industry, maintaining effective future operations and meeting future challenges to deliver effective regulatory outcomes\nPerformance Measure 6 Performance Measure 7\nKPI 6 We collaborate with international regulators to improve our regulatory practices, KPI 7 Our employee engagement score in the annual APS Employee Census survey\nLetters of\nshare information and cultivate consistency. is maintained at a high level. transmittal\nTarget Achieved Target >75\nPart 1\nYear in review\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- [Page 25]\n4 | Annual performance statements\nResults summary\nSTRATEGIC GOAL 1 – ENHANCE OUR REGULATORY APPROACH STRATEGIC GOAL 2 – BUILD OUR ORGANISATIONAL CAPACITY\nKey Activity Performance Target 2024-25 RPG Key Activity Performance Target 2024-25 RPG\nMeasure / KPI* Result Rating Principle Measure / KPI Result Rating Principle\n1.1 1.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- [Page 26]\n4 | Annual performance statements\nAnalysis of performance results\n– NOPSEMA\nSTRATEGIC GOAL 3 – STRENGTHEN OUR EXTERNAL RELATIONSHIPS\nStrategic Goal 1 – Enhance our regulatory approach\nKey Activity Performance Target 2024-25 RPG\nKey Activity 1.1\nMeasure / KPI* Result Rating Principle\nWe provide excellent regulatory management so that we may assure that\n3.1 11.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- The decline in total injury rate downward. pollution pollution events, however this was not previously a Corporate\nin 2024-25 compared to 2023-24, was largely events Plan performance measure\n* Lower-level injury rate includes injury rates for alternative duties\ncontributed to by a decline in the lower-level\ninjuries, medical treatment injuries, and lost time injuries < 3 days.\ninjury rate,* from 4.90 in 2023-24 to 3.40 in Result rating Not a performance measure in previous Corporate Plans Achieved\n** Higher-level injury rate includes injury rates for lost time injuries ≥ Letters of\n2024-25.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- 2020-21 2021-22 2022-23 2023-24 2024-25 statements\n% decisions This was not previously a Corporate Plan performance measure 100% Part 5\naffirmed or not Financial\nstatements\nsubstantially\nResults\nvaried\nPart 6\n2020-21 2021-22 2022-23 2023-24 2024-25 Appendices\nResult rating Not a performance measure in previous Corporate Plans Achieved\n% inspection No historical data available – National Priorities were not yet 100%\nPart 7\ntargets met introduced, hence associated inspection targets not established.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- [Page 32]\n4 | Annual performance statements\nStrategic Goal 2 – Build our organisational capability\nAPS Annual Census 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25\nKey Activity 2.1\nAll APS response rate 78% 77% 83% 80% 81% 81%\nWe ensure our people have professional and technical expertise and\nact with integrity to deliver effective regulatory outcomes\nNOPSEMA response rate 90% 86% 92% 78% 89% 86%\nPerformance Measure 7\nNOPSEMA engagement\n78% 76% 73% 75% 75% 75%\nKPI 7 Our employee engagement score in the annual APS Employee Census survey index score\nLetters of\nis maintained at a high level.\ntransmittal\nTarget >75\nPart 1\nYear in review\nRationale The Australian Public Service (APS) Employee Census survey is conducted annually, Key Activity 2.2\nand we use the results to develop an action plan each year.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- Performance Measure 8\nPart 3\nManagement and\nMethodology A baseline target of 75% was established in early 2024 by averaging NOPSEMA’s KPI 8 Our activities are subject to regular internal compliance and\n1 accountability\nemployee engagement scores (from the annual APS Employee Census survey) improvement audits and where appropriate external third-party audits.\nfor the previous five years – from 2019-20 to 2023-24.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- Part 6\nAppendices\n2020-21 2021-22 2022-23 2023-24 2024-25\n• Hosted Better Practice Forums to share\ninsights and promote best practice across\n% DTP The DTP was not yet initiated The DTP’s Achieved Part 7\nthe sector. milestones delivery contract Reference\nMaterial\n• Completed a self-assessment utilising the met on time was not yet\nAELERT Modern Regulator Improvement established\nTool (MRIT) to establish a baseline for\norganisational maturity and identify\nResult rating Not a performance measure in previous Corporate Plans Achieved\nopportunities for improvement.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- [Page 37]\n4 | Annual performance statements\nPerformance snapshot and\nSTRATEGIC GOAL 2 – BUILD OUR ORGANISATIONAL CAPACITY\nresults summary – OIR\nKey Activity Performance Target 2024-25 RPG\nMeasure / KPI Result Rating Principle\nPerformance snapshot 2.1 7.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- Part 6\nSTRATEGIC GOAL 3 – STRENGTHEN OUR EXTERNAL RELATIONSHIPS Appendices\nResults summary\nKey Activity Performance Target 2024-25 RPG Part 7\nSTRATEGIC GOAL 1 – ENHANCE OUR REGULATORY APPROACH Measure / KPI* Result Rating Principle Reference\nMaterial\nKey Activity Performance Target 2024-25 RPG 3.1 11.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $86.8 , $61.9 million, $5.5 m, $21.3 million, 4\nmillion, 61.9 million | These responsibly\nTotal revenue for the year amounted to $86.8 reserves to meet its future commitments.\npriorities guide regulatory efforts toward the Regulatory efforts during 2024-25 include: Part 4\nmillion, including $61.9 million revenue from Annual\nThe agency is forecasting a budget deficit of $5.5 most critical challenges in Australia’s offshore performance\nlevies and fees, $21.3 million in appropriations, million for 2025–26. | `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)` |\n| $20.0 million, 20.0 million | [Page 47]\n5 \\| Financial statements\nBudget variances commentary Statement of financial position\nIn 2023-24 the viability of NOPSEM’s cost recovery model as impacted by a reduction in\ns at 30 June 2025 2025 2024 2025\nsubmissions and a delay in acceptance of environment plans due to increased uncertainty\nBudget\nassociated ith the offshore environmental management regulatory frameork. s a response\nto forecast long-term funding shortfalls from l | `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)` |\n| $21.3 million, 21.3 million | Equity injection - ppropriations - - - NOPSEMA\nOverview\nTotal transactions ith oners - - -\nBudget variances commentary Closing balance as at 30 June 2,361 2,361 2,361 Part 3\nManagement and\nCash and cash equivalents closed the financial year significantly above budget, primarily accountability\ndue to the receipt of a $21.3 million appropriation, higher-than-anticipated levy revenues,\nand the deferral of expenditure related to the Digital Transf | `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)` |\n| $43.7 million, $7.0\n, $1.8\n, $33.9 million, 43.7 million, 33.9 million | The major expense categories were Part 1\nYear in review\nThe appropriation, which remains unutilised, employee benefits ($43.7 million), suppliers ($7.0\nsignificantly contributed to an overall net surplus million) and depreciation and amortisation ($1.8\nPart 2\nof $33.9 million for the 2024-25 financial million). | `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)` |\n| 15.4 per cent | Part 4\n• competitive employer superannuation financial year to further support NOPSEMA’s Annual\nNOPSEMA People Plan was developed, which\nCorporate training initiatives that were delivered contributions at 15.4 per cent commitment to an inclusive workplace including: performance\noutlines an agreed course of actions over the statements\nnext three financial years to build organisational across the period included: • 25 days of annual leave and 18 da | `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)` |\n| $21.3 million, 21.3 million | Management and\nCash and cash equivalents at the accountability\n2.1 77,838 41,243 26,689\nend of the reporting period Ne ccounting Standards\nll ne standards that ere issued prior to the sign-off date and are applicable to the current Part 4\nAnnual\nThe above statement should be read in conjunction ith the accompanying notes. reporting period did not have a material effect on NOPSEM’s financial statements. performance\nstatements\nTaxation\n1 In | `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)` |\n| $300 , $750 , 15.4 per cent | These\ninclude:\n• competitive employer superannuation contributions at 15.4 per cent\n• 25 days of annual leave and 18 days of personal leave per annum\n• ability to purchase additional leave subject to operational requirements\n• learning and development opportunities\n• flexible working arrangements\n• employee assistance program for staff and immediate family members\n• annual flu vaccinations\n• $300 subsidy for employees requiring prescription glass | `annual-reports/2023-24.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%202024%20Annual%20Report%20Digital%20FINAL.pdf)` |\n| 10 per cent, 2 per cent | Variances are considered ‘major’ where:\na) the variance between budget and actual is greater than +/- 10 per cent of the budget for the line items\nb) the variance between budget and actual is greater than +/- 2 per cent of total expenses or total\nown-source revenue. | `annual-reports/2023-24.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%202024%20Annual%20Report%20Digital%20FINAL.pdf)` |\n| $39.5 million, $38.3 million, $0.7 million, $0.5 million, 39.5 million, 38.3 million | NOPSEMA’s total revenue for\nthe year was $39.5 million, comprising $38.3 million in revenue from levies and fees, $0.7 million in\nappropriations from the Australian Government, and $0.5 million in other revenue. | `annual-reports/2020-21.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Annual%20Report%202020-21.pdf)` |\n| $28.3 million, $4.5 million, $4.2 million, 28.3 million, 4.5 million, 4.2 million | The major expense categories were employee\nbenefits $28.3 million, suppliers $4.5 million and depreciation and amortisation $4.2 million. | `annual-reports/2020-21.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Annual%20Report%202020-21.pdf)` |\n| $3.4 million, 3.4 million | NOPSEMA is forecasting a budget deficit of $3.4 million for 2021–22 as a result of increased costs\nrequired to fulfil regulatory functions. | `annual-reports/2020-21.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Annual%20Report%202020-21.pdf)` |\n\n## Key Achievements\n\n- [Page 73]\nThe SWOT factor analysis also highlighted some internal factors that the agency sought to address as follows:\nSWOT factor examples 2022-23: Actions undertaken in response to these factors:\nStrengths These strengths were maintained.\n• Improved engagement with fishers, ENGOs • Sustained number of engagements\n• Increased compliance oversight • Published new guidance framework\n• All enforcement actions overseen by CC14\nWeaknesses Improvements were made:\n• Accurate forecasting for environment plan • Forecasting model was revised and improved\nsubmissions • Recruitment timing was improved to facilitate better\n• Recruitment timing - handover handovers\nOpportunities Improvements were made:\n• Research organisations – identifying gaps • Research Strategy 2023-25 published\n• Streamline QMS size and complexity • QMS review completed – reduced size and complexity\n Source: `annual-reports/2022-23.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202022-23%20%28A1025147%29.pdf)`\n- Our audits and reviews are conducted to: 9* Our activities4 are subject to regular 85% of\nscheduled\n• provide assurance that our operations, culture, policies and internal and external audits and reviews assurance\nprocedures comply with legislation, and best practice regulatory to measure alignment with best practice activities are\nand business standards standards. completed\nas per the\n• identify areas for improvement, mitigate risk, enhance business approved\nassurance\noperations and reduce process burden\nplan\n• assess the effectiveness of controls and risk management.\n* Priorities and performance measures that are also relevant to the OIR\n4 Includes our corporate and regulatory functions\nNOPSEMA Corporate Plan 2025-30 12\n Source: `corporate-plans/2025.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf)`\n- KPI type: Output/effectiveness proxy Target 2018-19 2019-20 2020-21 2021-22 2022-23\n100% Not previously a corporate plan KPI 100%\nMethodology\nNOPSEMA has implemented a program to collect and review information relating to the degree to which senior\nexecutives and boards have sufficient oversight of, and accountability for, the control of major accident hazards.\n Source: `annual-reports/2022-23.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202022-23%20%28A1025147%29.pdf)`\n- [Page 82]\nPlease also see the following related KPIs:\n• KPI 11 – Reporting to Ministers\n• KPI 15 – Engagement with the Advisory Board\n• KPI 21 – Continuous improvement\nAn annual audit plan is developed each year and the following audits/reviews were conducted in 2022-23:\n• Financial Assurance risk assessment\n• WOMPS in Victorian waters\n• Credit card use\n• Exhibit Registrar function\n• Investigation process - risks and advice\n• Public comment process – EPs and OPPs\nBriefs/reports are provided to senior management on the outcomes of these audits/reviews, and the progress on\nany corrective actions arising from these are monitored by the Legal and Risk Team.\n Source: `annual-reports/2022-23.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202022-23%20%28A1025147%29.pdf)`\n- Organisational capabilities Increase in the number of staff from 141 (136 FTEs19) to 164 (154 FTEs).\n(b) Operating environment The changes in industry activity from 2021–22 to 2022–23 include:\n• total hours worked offshore = 5% increase\n• reportable incidents notified = 5% decrease\n• complaints reported = 86% increase (14 to 26)\n• injuries reported = 22% decrease (78 to 61)\n• total assessments submitted = 7% decrease\nThe changes in NOPSEMA activity from 2021-22 to 2022–23 include:\n• total assessments completed = 10% decrease\n• planned inspections = 8% increase\n• incident investigations (levels 2-4) = 31% increase\n• enforcement actions = 39% decrease (33 to 20)\n19 FTE = Full time equivalent\n82 NOPSEMA 2022-2023 Annual Report\n Source: `annual-reports/2022-23.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202022-23%20%28A1025147%29.pdf)`\n- [Page 82]\nKPI 18 Government key priorities KPI type Output/effectiveness proxy Links RPG1\nAction and implement relevant government and portfolio key priorities according to agreed schedules\nTarget 2019-20 2020-21 2021-22 2022-23 2023-24\n100% Not previously a corporate plan KPI 100% 100%\nMethodology\nNOPSEMA supports the government and portfolio departments to progress and implement key priorities by\nmaintaining open dialogue, communication and collaboration with relevant departments and agencies.\n Source: `annual-reports/2023-24.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%202024%20Annual%20Report%20Digital%20FINAL.pdf)`\n- Part 4\n• competitive employer superannuation financial year to further support NOPSEMA’s Annual\nNOPSEMA People Plan was developed, which\nCorporate training initiatives that were delivered contributions at 15.4 per cent commitment to an inclusive workplace including: performance\noutlines an agreed course of actions over the statements\nnext three financial years to build organisational across the period included: • 25 days of annual leave and 18 days of\n• inclusion of the APS ‘RecruitAbility’ scheme\npersonal leave per annum\ncapability now and into the future. • Certificate IV in Investigation Skills as part of the NOPSEMA recruitment and Part 5\nFinancial\n• ability to purchase additional leave subject to selection systems/processes to encourage\nKey initiatives under the People Plan focus on: • workplace behaviour training statements\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- [Page 31]\n4 | Annual performance statements\nPerformance Measure 6 Analysis of results\nKPI 6 We collaborate with international regulators to improve our NOPSEMA attends the IRF and IOPER annual Australia’s leadership in the progress of IRF and\nregulatory practices, share information and cultivate consistency. general meetings and mid-year meetings, IOPER is reflected in:\nNOPSEMA also attends their conference with\nTarget Achieved industry held every 2-3 years.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- Target 85% of scheduled audits completed as per the audit plan Part 4\nAnnual\nperformance\nRationale Our internal audits are conducted to: statements\nData sources • Results from APS Employee Census Survey\n• provide assurance that our operations, culture, policies and procedures\ncomply with legislation, best practice regulatory and business standards Part 5\nCaveats Not applicable\nFinancial\n• identify areas for improvement, mitigate risk, enhance business operations statements\nand reduce process burden\nResults • assess the effectiveness of controls and risk management Part 6\nAppendices\n2020-21 2021-22 2022-23 2023-24 2024-25\nMethodology The agency devises internal audit plans based on risk that map out the cadence\nPart 7\nand type of audits to be undertaken on our activities, which are reviewed annually.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- Part 6\nAppendices\n2020-21 2021-22 2022-23 2023-24 2024-25\n• Hosted Better Practice Forums to share\ninsights and promote best practice across\n% DTP The DTP was not yet initiated The DTP’s Achieved Part 7\nthe sector. milestones delivery contract Reference\nMaterial\n• Completed a self-assessment utilising the met on time was not yet\nAELERT Modern Regulator Improvement established\nTool (MRIT) to establish a baseline for\norganisational maturity and identify\nResult rating Not a performance measure in previous Corporate Plans Achieved\nopportunities for improvement.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- Part 2\nNOPSEMA\nNon-financial assets Overview\n major milestone as achieved ith the aarding of the contract for the Digital\nTransformation Program in March 2025 marking the commencement of the CORE Land and buildings 1 2.2 6,892 8,397 7,051\nPart 3\nsystem development and implementation in pril 2025, resulted in loer than\nPlant and equipment 2.2 292 285 35 Management and\nbudgeted expenditure in 2024-25. accountability\nIntangibles 2.2 26 175 -\nPart 4\nOther non-financial assets 644 804 637\nAnnual\nperformance\nTotal non-financial assets 7,854 9,661 7,723\nstatements\nTotal assets 101,860 70,004 47,991\nPart 5\nLIBILITIES Financial\nstatements\nPayables\nTrade creditors and accruals 2.3 1,022 468 268 Part 6\nAppendices\nOther payables 2.3B 6,434 7,488 5,727\nTotal payables 7,456 7,956 5,995 Part 7\nReference\nMaterial\nInterest bearing liabilities\nLeases 2.4 9,049 11,014 9,280\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- Balance carried forard from\n40,637 31,948 25,827 Part 5\nprevious period Financial\nTrade creditors, accruals and other payables ere above budget, reflecting continued\nstatements\nprogress on the Digital Transformation Program during the final quarter of the year. djusted opening balance 40,637 31,948 25,827\nEmployee provisions exceeded budget due to increased recruitment and on-boarding\nPart 6\nin the last quarter of the year.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 72]\nStrategic goal 7:\nMeet future challenges\nKPIs 17-19\n17 – ENVIRONMENT SCAN\nKPI 17 Environment scan RPG 2\nUndertake environment scan to evaluate emerging industry technological advancements, issues and risks to inform\nplanning processes and accommodate relevant changes in advance.\n Source: `annual-reports/2022-23.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202022-23%20%28A1025147%29.pdf)`\n- Conformance with Ministerial\nexpectations\nTopic Key activity KPIs\nMaintain the role as an expert risk-based regulator 1.1 1, 2\nApply focus areas to target effort 1.2 3, 4\nPursue best practice regulation 1.3, 2.2 6, 9\nFostering and promoting safe workplaces 2.1, 3.2 7, 8, 12\nEnsure engagement is targeted, specific and transparent 3.1 11\nMeet future challenges 1.3 5\nBe an employer of choice 2.1 7, 8\nEvolve and adapt to maintain effective future operations 2.2, 2.3 9, 10\nNOPSEMA Corporate Plan 2025-30 26\n Source: `corporate-plans/2025.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf)`\n- STRATEGIC GOAL 1 – ENHANCE OUR REGULATORY APPROACH\nOBJECTIVE 2024-25 PRIORITIES\nUndertake regulatory preparation, development and\nWe will strive for excellence in regulatory management of 1a implementation of new and expanded functions and\nthe offshore energy sector by:\nactivities\n• enabling new functions including the Offshore Continue to review and implement the compliance\nInfrastructure Regulator (OIR) and greenhouse 1b delivery framework and strategy, utilising data and\ngas storage intelligence to inform a risk-based approach.\n• continuously maturing our approach to regulation\nReview our cost recovery framework and assess options\n• coordinating a strategic approach to managing 1c\nto ensure ongoing financial sustainability.\nemerging issues and risks, and proposals for\nlegislative change.\n Source: `corporate-plans/2024.pdf (https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf)`\n- Topic Key activity KPIs\nMaintain the role as an expert risk-based regulator 1.1 1, 2\nApply focus areas to target effort 1.2 3, 4\nPursue best practice regulation 1.3, 2.1 6, 8\nFostering and promoting safe workplaces 3.2 12\nEnsure engagement is targeted, specific and transparent 3.1 11\nMeet future challenges 1.3 5\nBe an employer of choice 2.1 7\nEvolve and adapt to maintain effective future operations 2.2, 2.3 9, 10\nCorporate Plan 2024-29 A1027150 P a g e | 16\n Source: `corporate-plans/2024.pdf (https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf)`\n- The 2020–21 notifications and investigations resulted in a range of enforcement actions and 2 lessons learned\narticles in The Regulator magazine as follows:\n● Enforcing long term planning for decommissioning and removal (Issue 4, 2020)\n● Over reliance on administrative controls can build risk (Issue 1, 2021)\n[9] Include accidents, dangerous occurrences, environmental & well integrity incidents\n[10] Include incidents below reportable thresholds and information\nKey Performance Indicator 5: Analyse and publish industry-wide performance data\neach quarter\nSources: KPI cross-references RPF 2, RPF 5 Target:100%\nYear 2016– 2017– 2018– 2019– 2020–21\n17 18 19 20\nResults 100% 100% 100% 100% 100%\nMethodology\nDatasets are published on NOPSEMA’s website each quarter comprising a series of tables and charts on industry\nperformance and NOPSEMA’s core regulatory activities.\n Source: `annual-reports/2020-21.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Annual%20Report%202020-21.pdf)`\n- [Page 17]\nAnnual Report 2021–22 PART 3: Management & accountability 15\nAudit and Risk committee\nThe Audit and Risk Committee is established by the Accountable Authority in compliance with section 45 of the PGPA Act and section 17 of the Public,\nGovernance, Performance and Accountability Rule.\n Source: `annual-reports/2021-22.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202021-22.pdf)`\n- RPG Key performance indicator (KPI) 20210-221 results snapshot Results\nRisk-based and 1 Risk-based assessments are undertaken as per NOPSEMA policies, and decisions are made +\ndata driven within required timeframes\n2 Risk-based inspections are conducted to meet policy targetsin line with NOPSEMA policies +\n3 Enforcement actions are undertaken in accordance with NOPSEMA policies ++\n4 Incidents are investigated in accordance with NOPSEMA policies +\nCollaboration 5 Analyse and publish industry-wide performance data each quarter, including issues and lessons ++\nand engagement learnt\n6 Demonstrate that feedback is sought from stakeholders on guidance provided where relevant ++\n7 Quarterly reports are provided for stakeholders, including relevant Ministers and the NOPSEMA ++\nAdvisory Board\n8 Engagement is undertaken via the established cooperative mechanisms that are in place with ++\n Source: `annual-reports/2021-22.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202021-22.pdf)`\n- [Page 82]\nPlease also see the following related KPIs:\n• KPI 11 – Reporting to Ministers\n• KPI 15 – Engagement with the Advisory Board\n• KPI 21 – Continuous improvement\nAn annual audit plan is developed each year and the following audits/reviews were conducted in 2022-23:\n• Financial Assurance risk assessment\n• WOMPS in Victorian waters\n• Credit card use\n• Exhibit Registrar function\n• Investigation process - risks and advice\n• Public comment process – EPs and OPPs\nBriefs/reports are provided to senior management on the outcomes of these audits/reviews, and the progress on\nany corrective actions arising from these are monitored by the Legal and Risk Team.\n Source: `annual-reports/2022-23.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202022-23%20%28A1025147%29.pdf)`\n- The risk of not detecting a material\nmOissptainteiomne n t resulting from fraud is higher than for one resulting from error, as fraud may involve collusion,\nforgery, intentional omissions, misrepresentations, or the override of internal control;\nIn my opinion, the financial statements of the National Offshore Petroleum Safety and Environmental\n• obtain an understanding of internal control relevant to the audit in order to design audit procedures that are\nManagement Authority (the Entity) for the year ended 30 June 2023:\nappropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of\nth(ea )E ntciotym’sp ilnyt ewrnitahl cAounstrtoral;l ian Accounting Standards – Simplified Disclosures and the Public Governance,\n• evaluatPee rtfhoer mapapnrcoep arniadt eAncecsosu ontf aabcicliotyu n(Ftiinnag npcoialilc Rieesp uosrteidn ga)n Rdu tleh e2 0r1e5as;\n Source: `annual-reports/2022-23.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202022-23%20%28A1025147%29.pdf)`\n- KPI LINKS TO STRATEGIC GOALS\nKPIs all link back to strategic goals in accordance with the Corporate Plan 2024-28 as follows:\nStrategic goals KPIs\n1 Maintain our role as an expert risk-based regulator 1 - 5\n2 Apply focus areas to target effort 6 - 8\n3 Pursue best practice regulation 9\n4 Maintain social license 10\n5 Ensure engagement is targeted and specific 11 - 12\n6 Engage and work transparently with key stakeholders 13 - 16\n7 Meet future challenges 17 - 19\n8 Be an employer of choice 20\n9 Evolve and adapt to maintain effective future operations 21 - 24\n42 NOPSEMA 2023-24 Annual Report\n Source: `annual-reports/2023-24.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%202024%20Annual%20Report%20Digital%20FINAL.pdf)`\n- [Page 79]\nStrategic goal 7:\nMeet future challenges\nKPIs 17-19\nKPI 17 Environment scan KPI type Output/effectiveness proxy Links RPG1\nUndertake environment scan to evaluate emerging industry technological advancements, issues and risks to inform\nplanning processes and accommodate relevant changes in advance.\n Source: `annual-reports/2023-24.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%202024%20Annual%20Report%20Digital%20FINAL.pdf)`\n- [Page 13]\n2 | NOPSEMA overview\nPart 3\nManagement and accountability\nOrganisational structure\nLetters of\ntransmittal\nChief Executive Officer\nPart 1\nYear in review\nPart 2\nStrategic Offshore Corporate and NOPSEMA\nRegulatory Strategic Regulation Legal and\nCommunications Renewables Operations and Improvement Business Governance Overview\nand Engagement Regulation Transformation\nPart 3\nManagement and\nCommunications Exploration, accountability\nFinance and\nand Development and Investigations Legal Advice\nProcurement\nExternal Affairs Decommissioning\nPart 4\nAnnual\nperformance\nLegislative Chief Planning and statements\nand Regulatory Production Environmental Governance\nBusiness Services\nAffairs Scientist\nPart 5\nFinancial\nstatements\nSecretariat Chief Wells Information\nFreedom of\nand Business Well Integrity and Management\nInformation\nImprovement CCS Officer and Technology\nPart 6\nAppendices\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- [pages 13,14]\ntion Transformation\nPart 3\nManagement and\nCommunications Exploration, accountability\nFinance and\nand Development and Investigations Legal Advice\nProcurement\nExternal Affairs Decommissioning\nPart 4\nAnnual\nperformance\nLegislative Chief Planning and statements\nand Regulatory Production Environmental Governance\nBusiness Services\nAffairs Scientist\nPart 5\nFinancial\nstatements\nSecretariat Chief Wells Information\nFreedom of\nand Business Well Integrity and Management\nInformation\nImprovement CCS Officer and Technology\nPart 6\nAppendices\nStrategic Human Resources Part 7\nEnvironmental\nand Safety Reference\nAdvice\nMaterial\nRegulatory Strategy,\nDigital\nImprovement and\nTransformation\nReporting\nRegulatory Specialist\nRisk and\n(Psychosocial\nInternal Audit\nHealth and Safety)\n24 NOPSEMA Annual Report 2024-25 25\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- Member Qualifications, knowledge, skills Number of Total annual Additional Letters of\nname or experience (include formal meetings remuneration information He currently chairs Audit & Risk transmittal\nand informal as relevant) attended (GST inc.) Committees at Brightwater Care\nGroup, the Public Trustee of WA, Part 1\nMichelle Michelle has more than 40 years’ 3/4 $2,600 Commenced Perth Markets Group Ltd and Identitii Year in review\nAndrews experience in State and Federal 15 August Ltd.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n\n## Corporate Values and Operating Culture\n\n- 3.1 Vision, purpose and values\nOUR VISION A protected offshore workforce and environment\nOUR PURPOSE To assure the protection of lives and the environment\nOUR VALUES We will: OUR APPROACH Influence Oversee Enforce\nProfessionalism be accountable, consistent, reasonable, and act in accordance with the law\nEthics demonstrate respect and integrity in all we do\nIndependence make our decisions impartially on the merits of the circumstances, and without undue influence\nLeadership be proactive, inclusive, and decisive in our conduct as a pre-eminent regulator\nCollegiality make and act on informed decisions through open and respectful dialogue\n3.2 Outcome and programs\nThe OIR shares an outcome with NOPSEMA but administers a separate program (1.2) as noted below:\nOUTCOME STATEMENT PROGRAMS\n1.2: Offshore Infrastructure Regulator\nA protected offshore workforce and\n Source: `corporate-plans/2024.pdf (https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf)`\n- Vision A protected offshore workforce and environment Purpose To assure the protection of lives and the environment\nProfessionalism Ethics Independence Leadership Collegiality\nValues We will be accountable, consistent, We will make our decisions impartially on We will be proactive, inclusive and We will make and act on informed\nWe will demonstrate respect and\nreasonable, and act in accordance the merits of the circumstances and decisive in our conduct as a pre- decisions through open and respectful\nintegrity in all we do\nwith the law without undue influence eminent regulator dialogue\nApproach Influence Oversee Enforce\nKey Goals and functions Delivery strategies Performance indicators 2021-26 Target\nactivities\nImplement risk-based assessment procedures for all 1.\n Source: `corporate-plans/2021.pdf (https://www.nopsema.gov.au/sites/default/files/documents/2021-08/A794061.pdf)`\n- [Page 32]\n4 | Annual performance statements\nStrategic Goal 2 – Build our organisational capability\nAPS Annual Census 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25\nKey Activity 2.1\nAll APS response rate 78% 77% 83% 80% 81% 81%\nWe ensure our people have professional and technical expertise and\nact with integrity to deliver effective regulatory outcomes\nNOPSEMA response rate 90% 86% 92% 78% 89% 86%\nPerformance Measure 7\nNOPSEMA engagement\n78% 76% 73% 75% 75% 75%\nKPI 7 Our employee engagement score in the annual APS Employee Census survey index score\nLetters of\nis maintained at a high level.\ntransmittal\nTarget >75\nPart 1\nYear in review\nRationale The Australian Public Service (APS) Employee Census survey is conducted annually, Key Activity 2.2\nand we use the results to develop an action plan each year.\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- [Page 38]\n4 | Annual performance statements\nAnalysis of performance results – OIR\nStrategic Goal 1 – Enhance our regulatory approach Strategic Goal 2 – Build our organisational capability\nKey Activity 1.3 Key Activity 2.1\nWe evolve and adapt to meet government key priorities, including reducing unnecessary burden We ensure our people have professional and technical expertise and act with integrity\non industry, maintaining effective future operations and meeting future challenges to deliver effective regulatory outcomes\nPerformance Measure 6 Performance Measure 7\nKPI 6 We collaborate with international regulators to improve our regulatory practices, KPI 7 Our employee engagement score in the annual APS Employee Census survey\nLetters of\nshare information and cultivate consistency. is maintained at a high level. transmittal\nTarget Achieved Target >75\nPart 1\nYear in review\n Source: `annual-reports/2024-25.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf)`\n- KEY ACTIVITIES AND PERFORMANCE MEASURES\nRationale and expected outcomes Contributing KPIs Target\n2.1 We ensure our people have professional and technical expertise and act with integrity to deliver effective\nregulatory outcomes\nThe Australian Public Service (APS) Employee Census survey is 7* Our employee engagement score in the >75\nconducted annually, and we use the results to develop an action annual APS Employee Census survey is\nplan each year.\n Source: `corporate-plans/2025.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf)`\n- Conformance\nwith Ministerial expectations\nTopic Description Key activity KPIs\nAssure health and safety of the Promote safe and responsible 1.2, 1.3 4, 6\nworkforce and protection of development of offshore renewables\nthe environment projects\nContinuous improvement Promote leading practice in 2.2 9\nand building trust management of offshore activities\nand take proportionate compliance\nand enforcement actions\nRisk based and data driven Utilise data and regulatory intelligence 2.3 10\nto guide regulatory actions and\napplication of effort\nCollaboration and engagement Proactively engage with our 3.1, 3.2 11, 12\nstakeholders and collaborate to\ndrive positive safety, infrastructure\nintegrity and environmental\nmanagement outcomes\nOOIIRR CCoorrppoorraattee PPllaann 22002255--3300 4422\n Source: `corporate-plans/2025.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf)`\n- [Page 28]\nNOPSEMA Annual Report 2020–21 PART 4: Annual performance statements 27\nGlossary of acronyms and abbreviations\nAELERT Australian Environmental Law IFAP Industrial Foundation for Accident\nEnforcement and Regulators Network Prevention\nAGCC Australian Government Crisis IOPER International Offshore Petroleum\nCommittee Environmental Regulators\nAGM Annual general meeting IRF International Regulators’ Forum\nAMSA Australian Maritime Safety Authority KPI Key performance indicator\nANAO Australian National Audit Office MSR Management system representative\nAPPEA Australian Petroleum Production and NOPSEMA National Offshore Petroleum Safety and\nExploration Association Environmental Management Authority\nAPSC Australian Public Service Commission NOPTA National Offshore Petroleum Titles\nAdministrator\nCCC Crisis coordination centre NRCoP National Regulator’s Community of Practice\n Source: `annual-reports/2020-21.pdf (https://www.nopsema.gov.au/sites/default/files/documents/Annual%20Report%202020-21.pdf)`\n- RPG Key performance indicator (KPI) 20210-221 results snapshot Results\nRisk-based and 1 Risk-based assessments are undertaken as per NOPSEMA policies, and decisions are made +\ndata driven within required timeframes\n2 Risk-based inspections are conducted to meet policy targetsin line with NOPSEMA policies +\n3 Enforcement actions are undertaken in accordance with NOPSEMA policies ++\n4 Incidents are investigated in accordance with NOPSEMA policies +\nCollaboration 5 Analyse and publish industry-wide performance data each quarter, including issues and lessons ++\nand engagement learnt\n6 Demonstrate that feedback is sought from stakeholders on guidance provided where relevant ++\n7 Quarterly reports are provided for stakeholders, including relevant Ministers and the NOPSEMA ++\nAdvisory Board\n8 Engagement is undertaken via the established cooperative mechanisms that are in place with ++\n Source: `annual-reports/2021-22.pdf (https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202021-22.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2025.pdf` - corporate-plans - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf\n- `corporate-plans/2021.pdf` - corporate-plans - https://www.nopsema.gov.au/sites/default/files/documents/2021-08/A794061.pdf\n- `corporate-plans/2024.pdf` - corporate-plans - https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.nopsema.gov.au/sites/default/files/documents/Annual%20Report%202020-21.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202021-22.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202022-23%20%28A1025147%29.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%202024%20Annual%20Report%20Digital%20FINAL.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf\n- `strategies/NOPSEMA-Reflect-Reconciliation-Action-Plan.pdf` - strategies - http://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA Reflect Reconciliation Action Plan.pdf\n- `strategies/NOPSEMA-Research-Strategy-edited-3.pdf` - strategies - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA Research Strategy edited 3.pdf\n- `strategies/NOPSEMA-20Compliance-20Strategy-202023_0.pdf` - strategies - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Compliance%20Strategy%202023_0.pdf\n- `strategies/NOPSEMA-20Compliance-20Strategy-202023_1.pdf` - strategies - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Compliance%20Strategy%202023_1.pdf\n- `strategies/NOPSEMA-20Decommissioning-20Compliance-20Strategy-202024-20--202029.pdf` - strategies - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Decommissioning%20Compliance%20Strategy%202024%20-%202029.pdf\n- `strategies/A537261.pdf` - strategies - http://www.nopsema.gov.au/sites/default/files/documents/2021-03/A537261.pdf\n- `strategies/A583480-2.3.pdf` - strategies - http://www.nopsema.gov.au/sites/default/files/documents/2021-03/A583480-2.3.pdf\n- `strategies/A748497.pdf` - strategies - http://www.nopsema.gov.au/sites/default/files/documents/2021-03/A748497.pdf\n- `reviews/Australian-Government-Response-to-2015-Operational-Review-of-NOPSEMA.1.pdf` - reviews - https://www.nopsema.gov.au/sites/default/files/documents/2021-03/Australian-Government-Response-to-2015-Operational-Review-of-NOPSEMA.1.pdf\n- `pages/about.html` - pages - http://www.nopsema.gov.au/about\n- `pages/announcements-index.html` - pages - http://www.nopsema.gov.au/about/legal/statement-legal-services-expenditure\n- `pages/annual-reports-index.html` - pages - https://www.nopsema.gov.au/about/planning-and-reporting/annual-report\n- `pages/annual-reports-index__00.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/Report%20-%20NOPSEMA%20Annual%20Report%202024-25%20-%20web%20%28A1286462%29.pdf\n- `pages/annual-reports-index__01.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%202024%20Annual%20Report%20Digital%20FINAL.pdf\n- `pages/annual-reports-index__02.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202022-23%20%28A1025147%29.pdf\n- `pages/annual-reports-index__03.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Annual%20Report%202021-22.pdf\n- `pages/annual-reports-index__04.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/Annual%20Report%202020-21.pdf\n- `pages/annual-reports-index__05.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/2021-03/A751334.pdf\n- `pages/annual-reports-index__06.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/2021-03/A698325.pdf\n- `pages/annual-reports-index__07.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/2021-03/A638600.pdf\n- `pages/annual-reports-index__08.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/2021-07/Report%20-%20NOPSEMA%20Annual%20Report%202016-17%20-%20Web%20version.pdf\n- `pages/annual-reports-index__09.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/2021-07/NOPSEMA%20annual%20report%202015-16.pdf\n- `pages/annual-reports-index__10.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/2021-07/Report%20-%20NOPSEMA%20Annual%20Report%202014-15%20-%20Web.pdf\n- `pages/annual-reports-index__11.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/2021-07/NOPSEMA%20Annual%20Report%202013-14%20Web.pdf\n- `pages/annual-reports-index__12.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/2021-07/FINAL%20-%20NOPSEMA%20Annual%20Report%202012-13%20website%20PDF.pdf\n- `pages/annual-reports-index__13.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/2021-07/NOPSEMA%20Annual%20Report%202011-2012.pdf\n- `pages/corporate-plans-index.html` - pages - https://www.nopsema.gov.au/about/our-approach/corporate-plan\n- `pages/corporate-plans-index__14.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202025-30%20%28A1235978%29.pdf\n- `pages/corporate-plans-index__15.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/2024-08/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202024-29%20-%20FINAL%20%28A1027150%29%20-%20pdf%20-%20includes%20OIR%20%28A1094933%29%20%28vA2139291%29.pdf\n- `pages/corporate-plans-index__16.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Corporate%20Plan%202023-28.pdf\n- `pages/corporate-plans-index__17.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/Plan%20-%20NOPSEMA%20Corporate%20Plan%20-%202022-27%20-%20FINAL%20%28A852236%29%20%28A869234%29.pdf\n- `pages/corporate-plans-index__18.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/2021-08/A794061.pdf\n- `pages/corporate-plans-index__19.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/2021-04/A732734.pdf\n- `pages/homepage.html` - pages - http://www.nopsema.gov.au\n- `pages/media-releases-index.html` - pages - http://www.nopsema.gov.au/news-and-resources/media-releases\n- `pages/news-latest.html` - pages - http://www.nopsema.gov.au/news-and-resources\n- `pages/reviews-index.html` - pages - http://www.nopsema.gov.au/about/planning-and-reporting/independent-reviews\n- `pages/strategies-index.html` - pages - http://www.nopsema.gov.au/about/compliance-strategy\n- `pages/strategies-index__20.html` - pages - https://www.nopsema.gov.au/about/compliance-strategy\n- `pages/strategies-index__21.html` - pages - http://www.nopsema.gov.au/about/compliance-strategy\n- `pages/strategies-index__22.html` - pages - http://www.nopsema.gov.au/about/planning-and-reporting/regulator-performance-framework-review\n- `pages/strategies-index__23.html` - pages - http://www.nopsema.gov.au/about/reconciliation-action-plan\n- `pages/strategies-index__24.html` - pages - http://www.nopsema.gov.au/offshore-industry/decommissioning/strategy-plan-and-performance\n- `pages/strategies-index__25.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Compliance%20Strategy%202023_1.pdf\n- `pages/strategies-index__26.html` - pages - https://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Compliance%20Strategy%202023_0.pdf\n- `pages/strategies-index__27.html` - pages - http://www.nopsema.gov.au/about/compliance-strategy?order=title&sort=asc\n- `pages/strategies-index__28.html` - pages - http://www.nopsema.gov.au/about/compliance-strategy?order=field_document_date&sort=asc\n- `pages/strategies-index__29.html` - pages - http://www.nopsema.gov.au/sites/default/files/documents/NOPSEMA%20Compliance%20Strategy%202023_1.pdf\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/Consultation-20on-20offshore-20petroleum-20environment-20plans-20brochure.pdf` - other-pdfs - https://www.nopsema.gov.au/sites/default/files/documents/Consultation%20on%20offshore%20petroleum%20environment%20plans%20brochure.pdf\n- `other-pdfs/Enforcement-20policy-28A15756-29.pdf` - other-pdfs - http://www.nopsema.gov.au/sites/default/files/documents/Enforcement%20policy%28A15756%29.pdf\n- `other-pdfs/N-03000-PL1697-20--20Investigation-20-28A493962-29.pdf` - other-pdfs - http://www.nopsema.gov.au/sites/default/files/documents/N-03000-PL1697%20-%20Investigation%20%28A493962%29.pdf\n- `other-pdfs/N-06000-PL1698-20--20Advice-20and-20Promotion-20-28A493963-29.pdf` - other-pdfs - http://www.nopsema.gov.au/sites/default/files/documents/N-06000-PL1698%20-%20Advice%20and%20Promotion%20%28A493963%29.pdf\n- `other-pdfs/N-04300-GN0166-20--20ALARP-20-28A138249-29.pdf` - other-pdfs - http://www.nopsema.gov.au/sites/default/files/documents/2025-10/N-04300-GN0166%20-%20ALARP%20%28A138249%29.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# National Offshore Petroleum Safety and Environmental Management Authority — Legislation Administered\n\n**Generated**: 2026-05-13T03:13:59+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 26,534 in / 469 out · cost: $0.00099\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025.txt`\n\n## 4 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Offshore Petroleum and Greenhouse Gas Storage Act 1999](https://www.legislation.gov.au/search?query=Offshore%20Petroleum%20and%20Greenhouse%20Gas%20Storage%20Act%201999) | 1999 | Act | NOPSEMA administers this Act to regulate offshore petroleum and greenhouse gas storage activities in Commonwealth waters. |\n| [Offshore Electricity Infrastructure Act 2021](https://www.legislation.gov.au/search?query=Offshore%20Electricity%20Infrastructure%20Act%202021) | 2021 | Act | NOPSEMA administers this Act as the Offshore Infrastructure Regulator (OIR) to oversee offshore renewables. |\n| [Offshore Petroleum (Regulatory Levies) Act 2003](https://www.legislation.gov.au/search?query=Offshore%20Petroleum%20%28Regulatory%20Levies%29%20Act%202003) | 2003 | Act | NOPSEMA administers this Act to collect regulatory levies for cost recovery. |\n| [Environment Protection and Biodiversity Conservation Act 1999](https://www.legislation.gov.au/search?query=Environment%20Protection%20and%20Biodiversity%20Conservation%20Act%201999) | 1999 | Act | NOPSEMA administers environmental management authorisations under this Act. |", "global_initiatives_md": "# National Offshore Petroleum Safety and Environmental Management Authority — Global Initiatives Catalogue\n\n## Focus areas\n- Regulatory oversight of offshore energy industries\n- Risk management for workforce, environment, and infrastructure\n- Digital transformation in regulation\n- International regulatory collaboration\n\n## Regulatory oversight of offshore energy industries\n\n### International Offshore Safety Framework\n**Jurisdiction**: EU\n**Run by**: European Maritime Safety Agency (EMSA)\n**Year**: 2002\n**Status**: Active\n**What it does (2–3 sentences)**: The EU’s International Offshore Safety Framework ensures safety and environmental protection across offshore energy sectors through harmonized regulations and coordinated inspections.\n**Why it matters to Australia (1–2 sentences)**: Provides a model for harmonizing safety regulations across international borders, which could reduce risks and improve safety standards in Australia’s offshore operations.\n**Find more**: [International Offshore Safety Framework](https://www.google.com/search?q=International+Offshore+Safety+Framework+EMSA)\n\n### Offshore Safety and Environmental Management Program\n**Jurisdiction**: United States\n**Run by**: Department of the Interior, Bureau of Safety and Environmental Enforcement (BSEE)\n**Year**: 1990\n**Status**: Active\n**What it does (2–3 sentences)**: The BSEE oversees the safety and environmental management of offshore energy operations in the United States, ensuring compliance with federal regulations.\n**Why it matters to Australia (1–2 sentences)**: Offers insights into regulatory frameworks and enforcement mechanisms that could be adapted to enhance safety and environmental management in Australia’s offshore sector.\n**Find more**: [Offshore Safety and Environmental Management Program](https://www.google.com/search?q=Offshore+Safety+and+Environmental+Management+Program+BSEE)\n\n### Offshore Safety Regulation and Inspection Program\n**Jurisdiction**: United Kingdom\n**Run by**: Health and Safety Executive (HSE)\n**Year**: 1971\n**Status**: Active\n**What it does (2–3 sentences)**: The UK’s HSE regulates and inspects offshore safety to protect workers and the environment, ensuring compliance with stringent safety standards.\n**Why it matters to Australia (1–2 sentences)**: Provides a robust model for comprehensive offshore safety regulation and inspection that could be adopted to improve Australia’s regulatory framework.\n**Find more**: [Offshore Safety Regulation and Inspection Program](https://www.google.com/search?q=Offshore+Safety+Regulation+and+Inspection+Program+HSE)\n\n## Risk management for workforce, environment, and infrastructure\n\n### Integrated Risk Management Framework\n**Jurisdiction**: Canada\n**Run by**: Canadian Energy Regulator (CER)\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: The CER’s Integrated Risk Management Framework focuses on managing risks to the workforce, environment, and infrastructure through comprehensive risk assessments and management strategies.\n**Why it matters to Australia (1–2 sentences)**: Offers a detailed approach to risk management that could be integrated into Australia’s offshore operations to enhance safety and environmental protection.\n**Find more**: [Integrated Risk Management Framework](https://www.google.com/search?q=Integrated+Risk+Management+Framework+CER)\n\n### Environmental Risk Management Program\n**Jurisdiction**: New Zealand\n**Run by**: Ministry for Primary Industries (MPI)\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: The MPI’s Environmental Risk Management Program aims to mitigate environmental risks associated with offshore activities through stringent regulatory oversight and monitoring.\n**Why it matters to Australia (1–2 sentences)**: Provides a framework for managing environmental risks that could be adapted to improve Australia’s environmental protection measures in offshore operations.\n**Find more**: [Environmental Risk Management Program](https://www.google.com/search?q=Environmental+Risk+Management+Program+MPI)\n\n## Digital transformation in regulation\n\n### Digital Regulation and Compliance Program\n**Jurisdiction**: Singapore\n**Run by**: Info-communications Media Development Authority (IMDA)\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: The IMDA’s Digital Regulation and Compliance Program leverages digital technologies to enhance regulatory compliance and streamline regulatory processes in the offshore sector.\n**Why it matters to Australia (1–2 sentences)**: Showcases the effective use of digital technologies in regulatory compliance, providing a model for Australia’s digital transformation initiatives in offshore regulation.\n**Find more**: [Digital Regulation and Compliance Program](https://www.google.com/search?q=Digital+Regulation+and+Compliance+Program+IMDA)\n\n### Digital Transformation Strategy for Offshore Regulation\n**Jurisdiction**: OECD\n**Run by**: Organisation for Economic Co-operation and Development (OECD)\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The OECD’s Digital Transformation Strategy for Offshore Regulation focuses on integrating digital tools to improve regulatory oversight and compliance in the offshore energy sector.\n**Why it matters to Australia (1–2 sentences)**: Provides best practices and guidelines for digital transformation in regulatory frameworks, which could enhance Australia’s regulatory processes.\n**Find more**: [Digital Transformation Strategy for Offshore Regulation](https://www.google.com/search?q=Digital+Transformation+Strategy+for+Offshore+Regulation+OECD)\n\n## International regulatory collaboration\n\n### International Offshore Energy Regulatory Cooperation\n**Jurisdiction**: International\n**Run by**: International Association of Oil and Gas Producers (IOGP)\n**Year**: 1991\n**Status**: Active\n**What it does (2–3 sentences)**: The IOGP facilitates international cooperation among regulators and industry stakeholders to harmonize offshore energy regulations and improve safety and environmental standards.\n**Why it matters to Australia (1–2 sentences)**: Offers a platform for Australia to collaborate with international regulators, share best practices, and align its regulatory standards with global benchmarks.\n**Find more**: [International Offshore Energy Regulatory Cooperation](https://www.google.com/search?q=International+Offshore+Energy+Regulatory+Cooperation+IOGP)\n\n### Global Offshore Safety and Environmental Management Network\n**Jurisdiction**: International\n**Run by**: United Nations Industrial Development Organization (UNIDO)\n**Year**: 2005\n**Status**: Active\n**What it does (2–3 sentences)**: The UNIDO’s Global Offshore Safety and Environmental Management Network promotes international collaboration to enhance safety and environmental management in offshore operations.\n**Why it matters to Australia (1–2 sentences)**: Provides a framework for international cooperation and knowledge sharing that could benefit Australia’s offshore safety and environmental management efforts.\n**Find more**: [Global Offshore Safety and Environmental Management Network](https://www.google.com/search?q=Global+Offshore+Safety+and+Environmental+Management+Network+UNIDO)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-30", "vision": "A protected offshore workforce and environment", "vision_source_page": 4, "purposes": "To assure the protection of lives and the environment through regulatory oversight of Australia’s offshore energy operations and the environment", "purposes_source_page": 9, "how_we_deliver": "Influence | Oversee | Enforce", "how_we_deliver_source_page": 4, "government_priorities": [ { "text": "Structural integrity", "source_page": 10 }, { "text": "Redundant wells", "source_page": 10 }, { "text": "Psychosocial health", "source_page": 10 }, { "text": "Control of work", "source_page": 10 }, { "text": "Leadership and management", "source_page": 10 } ], "outcomes": [ { "name": "Outcome 1: A protected offshore workforce and environment", "description": "Through regulatory oversight of Australia’s offshore energy industries, as well as through engaging, advising, and educating the regulated community.", "key_activities": [ "Promote and enforce the effective management of risks to the workforce, the environment, and the structural integrity of facilities, wells and well related equipment through regulation of the Australian offshore petroleum and greenhouse gas storage industries." ], "source_page": 9 } ], "values": [ "Professionalism", "Ethics", "Independence", "Leadership", "Collegiality" ], "values_framework_name": "APS Values", "kpi_targets_2025_26": [ { "code": "LTI", "measure": "The industry’s lost time injury (LTI) days, major injury, and fatality rates", "target": "≥ 3 days", "source_page": 10 }, { "code": "Marine pollution", "measure": "The industry has no significant marine pollution events (Level 3 National Plan)", "target": "No Level 3 events", "source_page": 10 }, { "code": "Inspection program", "measure": "We implement our inspection program", "target": "90%", "source_page": 10 }, { "code": "Assessment decisions", "measure": "Assessment decisions are made in line with statutory timeframes and documented commitments", "target": "95%", "source_page": 10 }, { "code": "Appropriate decommissioning plans", "measure": "Appropriate decommissioning plans are in place prior to cessation of production", "target": "80%", "source_page": 10 }, { "code": "Collaboration with regulators", "measure": "We collaborate with domestic and international regulators to improve our regulatory practices, share information and cultivate consistency", "target": "Achieved", "source_page": 10 }, { "code": "Employee engagement score", "measure": "Our employee engagement score in the annual APS Employee Census survey is maintained above the target", "target": ">75", "source_page": 12 }, { "code": "Percentage of current employees", "measure": "Percentage of current employees completing annual mandatory training", "target": "100%", "source_page": 12 }, { "code": "Digital Transformation Program milestones", "measure": "The Digital Transformation Program (DTP) milestones are met in accordance with the approved project plan", "target": "90%", "source_page": 12 }, { "code": "Stakeholder rating", "measure": "The majority of stakeholders rate the agency highly for having effective engagement and education initiatives", "target": ">75%", "source_page": 13 }, { "code": "Stakeholder information rating", "measure": "The majority of stakeholders rate the agency highly for regularly providing the right information to provide clarity, in an accessible format", "target": ">75%", "source_page": 13 }, { "code": "Stakeholder perception", "measure": "The majority of stakeholders rate the agency 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