{
  "entity_id": "B-002135",
  "folder": "Office-of-the-National-Rail-Safety-Regulator",
  "name": "Office of the National Rail Safety Regulator",
  "type": "National Law Body",
  "jurisdiction": "Commonwealth",
  "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts",
  "website": "http://www.onrsr.com.au/",
  "data_status": "rich",
  "completeness": {
    "has_strategy_brief": true,
    "has_strategy_structured": true,
    "has_vision": true,
    "has_kpi_targets": true,
    "has_kpi_results": true,
    "has_strategy_overview": true,
    "has_legislation_text": true,
    "has_legislation_structured": false,
    "has_global_initiatives_text": false,
    "has_ideas": true,
    "has_artifacts": true,
    "n_ideas": 12,
    "n_legislation": 0,
    "n_artifacts": 13,
    "n_kpi_targets": 9,
    "n_kpi_results": 9,
    "n_outcomes": 5,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "published",
    "confidence": "high",
    "summary": "To enhance rail safety for the Australian community through targeted, risk-based regulation and by proactively sharing insights and information arising from our work. [CP p.5]",
    "official_site_url": "http://www.onrsr.com.au/",
    "source_documents": [
      {
        "type": "annual_report",
        "title": "Annual Report 2019–2020",
        "url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf",
        "period": "2019-20",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2024-2025",
        "url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2022-2025",
        "url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/2022-2025-ONRSR-Corporate-Plan.pdf",
        "period": "2022",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2021-2024",
        "url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2021-2024.pdf",
        "period": "2021",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2020-2023",
        "url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-Corporate-Plan-2020-2023.pdf",
        "period": "2020",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2019-2022",
        "url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf",
        "period": "2019",
        "confidence": "high"
      },
      {
        "type": "strategie",
        "title": "25016 ONRSR External Strategic Directions Amends 1 0",
        "url": "https://nraspricms01.blob.core.windows.net/assets/documents/25016-ONRSR-External-Strategic-Directions-Amends-1.0.pdf",
        "period": null,
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "ONRSR Engagement and Education Strategy",
        "url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-Engagement-and-Education-Strategy.pdf",
        "period": null,
        "confidence": "medium"
      }
    ],
    "purpose": {
      "text": "To enhance rail safety for the Australian community through targeted, risk-based regulation and by proactively sharing insights and information arising from our work. [CP p.5]",
      "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
      "source_page": 5,
      "source_deep_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=5"
    },
    "vision": {
      "text": "Safe Railways for Australia. [CP p.5]",
      "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
      "source_page": 5,
      "source_deep_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=5"
    },
    "strategic_priorities": [
      {
        "title": "Leverage data and intelligence to enhance our approach to risk-based regulation",
        "description": "Leverage data and intelligence to enhance our approach to risk-based regulation",
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": 12,
        "source_deep_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=12"
      },
      {
        "title": "Ensure our people are valued, skilled and engaged",
        "description": "Ensure our people are valued, skilled and engaged",
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": 13,
        "source_deep_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=13"
      },
      {
        "title": "Cultivate strong and collaborative relationships with key stakeholders",
        "description": "Cultivate strong and collaborative relationships with key stakeholders",
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": 14,
        "source_deep_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=14"
      },
      {
        "title": "Position ONRSR as a future-focused and sustainable regulator",
        "description": "Position ONRSR as a future-focused and sustainable regulator",
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": 16,
        "source_deep_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=16"
      },
      {
        "title": "Influence safety practices and build safety knowledge among rail transport operators",
        "description": "Influence safety practices and build safety knowledge among rail transport operators",
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": 17,
        "source_deep_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=17"
      }
    ],
    "values": [
      {
        "name": "Integrity",
        "description": "",
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": null
      },
      {
        "name": "Respect",
        "description": "",
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": null
      },
      {
        "name": "Independence",
        "description": "",
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": null
      },
      {
        "name": "Diligence",
        "description": "",
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": null
      },
      {
        "name": "Excellence",
        "description": "",
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": null
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Enhanced risk-based approach to rail safety regulation",
        "description": "Refine the ONRSR risk model and supporting decision tools to better target our resources to deliver the greatest safety improvement impact.",
        "activities": [
          "Refine the ONRSR risk model and supporting decision tools",
          "Deliver a revised national work program",
          "Revise the annual safety report",
          "Develop a data and analytics strategy",
          "Enhanced investigation strategy"
        ],
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": 12,
        "source_deep_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=12"
      },
      {
        "name": "Outcome 2: Engaged and skilled workforce",
        "description": "Reinforce leadership behaviours where everyone feels respected, connected and trusted.",
        "activities": [
          "Develop and implement the ONRSR workplace culture roadmap",
          "Implement the ONRSR leadership excellence strategy",
          "Conduct a culture pulse check",
          "Extend the ONRSR capability framework",
          "Refresh the ONRSR way"
        ],
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": 13,
        "source_deep_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=13"
      },
      {
        "name": "Outcome 3: Effective stakeholder relationships",
        "description": "Develop an ONRSR engagement and education strategy to outline the approach to engage duty holders and key rail safety stakeholders.",
        "activities": [
          "Develop an ONRSR engagement and education strategy",
          "Review ONRSR’s stakeholders",
          "Establish collaboration partnerships with key industry stakeholders",
          "Implement the RSNL review recommendations"
        ],
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": 14,
        "source_deep_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=14"
      },
      {
        "name": "Outcome 4: Efficient and effective regulator",
        "description": "Deliver a revised cost recovery model.",
        "activities": [
          "Deliver a revised cost recovery model",
          "Develop KPIs to demonstrate ONRSR is an effective and efficient regulator",
          "Deliver an IT remediation program",
          "Deliver a new governance framework",
          "Review regulatory tools, future skill sets and processes"
        ],
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": 16,
        "source_deep_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=16"
      },
      {
        "name": "Outcome 5: Safety leadership",
        "description": "Establish an annual education and engagement (safety promotion) program, along with an appropriate evaluation framework, to encourage and support the rail industry to achieve safety improvements.",
        "activities": [
          "Establish an annual education and engagement (safety promotion) program",
          "Develop ONRSR safety strategy",
          "Share safety lessons, case studies and better practices"
        ],
        "source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "source_page": 17,
        "source_deep_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=17"
      }
    ],
    "performance_measures": [
      {
        "code": "CCE01",
        "measure": "National rate of key occurrence category incidents",
        "target": "Decrease (3 yr. trend)",
        "latest_result": "0.58",
        "status": "Achieved",
        "target_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "target_source_page": null,
        "result_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf",
        "result_source_page": null
      },
      {
        "code": "CCE02",
        "measure": "Number of drug and alcohol tests and % positive",
        "target": "0% drug, 0% alcohol",
        "latest_result": "0% drug, 0.263% alcohol",
        "status": "Achieved",
        "target_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "target_source_page": null,
        "result_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf",
        "result_source_page": null
      },
      {
        "code": "CCE03",
        "measure": "% of set minimum interaction levels achieved in previous calendar year",
        "target": "100%",
        "latest_result": "100%",
        "status": "Achieved",
        "target_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "target_source_page": null,
        "result_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf",
        "result_source_page": null
      },
      {
        "code": "CCE04",
        "measure": "% of preliminary audit reports issued within four weeks of an audit",
        "target": "90%",
        "latest_result": "87%",
        "status": "Achieved",
        "target_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "target_source_page": null,
        "result_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf",
        "result_source_page": null
      },
      {
        "code": "CCE05",
        "measure": "% of inspection reports issued within four weeks of an inspection",
        "target": "90%",
        "latest_result": "94.5%",
        "status": "Achieved",
        "target_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "target_source_page": null,
        "result_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf",
        "result_source_page": null
      },
      {
        "code": "CCE06",
        "measure": "% adoption of ONRSR’s major project guidance",
        "target": "100%",
        "latest_result": "91%",
        "status": "Achieved",
        "target_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "target_source_page": null,
        "result_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf",
        "result_source_page": null
      },
      {
        "code": "CCE07",
        "measure": "% annual voluntary staff turnover",
        "target": "10-15%",
        "latest_result": "7.2%",
        "status": "Achieved",
        "target_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "target_source_page": null,
        "result_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf",
        "result_source_page": null
      },
      {
        "code": "CCE08",
        "measure": "% of payroll invested in training and development",
        "target": "1-2%",
        "latest_result": "1.26%",
        "status": "Achieved",
        "target_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "target_source_page": null,
        "result_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf",
        "result_source_page": null
      },
      {
        "code": "CCE09",
        "measure": "Annual lost time injury frequency rate (LTIFR)",
        "target": "0",
        "latest_result": "9.58%",
        "status": "Not Achieved",
        "target_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf",
        "target_source_page": null,
        "result_source_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf",
        "result_source_page": null
      }
    ],
    "document_alignment_terms": {
      "must_support": [
        "To enhance rail safety for the Australian community through targeted, risk-based regulation and by proactively sharing insights and information arising from our work. [CP p.5]",
        "Safe Railways for Australia. [CP p.5]",
        "Leverage data and intelligence to enhance our approach to risk-based regulation",
        "Ensure our people are valued, skilled and engaged",
        "Cultivate strong and collaborative relationships with key stakeholders",
        "Position ONRSR as a future-focused and sustainable regulator",
        "Influence safety practices and build safety knowledge among rail transport operators"
      ],
      "watch_terms": [
        "National rate of key occurrence category incidents",
        "Number of drug and alcohol tests and % positive",
        "% of set minimum interaction levels achieved in previous calendar year",
        "% of preliminary audit reports issued within four weeks of an audit",
        "% of inspection reports issued within four weeks of an inspection",
        "% adoption of ONRSR’s major project guidance",
        "% annual voluntary staff turnover",
        "% of payroll invested in training and development",
        "Annual lost time injury frequency rate (LTIFR)"
      ],
      "avoid_claiming_without_evidence": []
    },
    "review_note": ""
  },
  "strategy_brief_md": "# Office of the National Rail Safety Regulator — Strategy Brief\n\n**Reporting period**: 2019-2020\n**Corporate plan in force**: 2024-2025\n**Annual Report**: [2019-2020](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)\n**Corporate Plan**: [2024-2025](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf)\n\n## Vision\n\n> Safe Railways for Australia. [CP p.5](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=5) [[CP p.5](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=5)(https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=5)]\n\n## Our purpose / purposes\n\n> To enhance rail safety for the Australian community through targeted, risk-based regulation and by proactively sharing insights and information arising from our work. [CP p.5](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=5) [[CP p.5](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=5)(https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=5)]\n\n## How we deliver\n\n> By leveraging data and intelligence to enhance our approach to risk-based regulation, ensuring our people are valued, skilled and engaged, cultivating strong and collaborative relationships with key stakeholders, positioning ONRSR as a future-focused and sustainable regulator, and influencing safety practices and building safety knowledge among rail transport operators. [CP p.13](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=13) [[CP p.13](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=13)(https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=13)]\n\n## Government priorities for this department\n\n- Leverage data and intelligence to enhance our approach to risk-based regulation [[CP p.12](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=12)(https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=12)]\n- Ensure our people are valued, skilled and engaged [[CP p.13](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=13)(https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=13)]\n- Cultivate strong and collaborative relationships with key stakeholders [[CP p.14](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=14)(https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=14)]\n- Position ONRSR as a future-focused and sustainable regulator [[CP p.16](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=16)(https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=16)]\n- Influence safety practices and build safety knowledge among rail transport operators [[CP p.17](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=17)(https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=17)]\n\n## Outcomes\n\n### Outcome 1: Enhanced risk-based approach to rail safety regulation\nRefine the ONRSR risk model and supporting decision tools to better target our resources to deliver the greatest safety improvement impact. [[CP p.12](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=12)(https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=12)]\n\n**Key activities:**\n- Refine the ONRSR risk model and supporting decision tools\n- Deliver a revised national work program\n- Revise the annual safety report\n- Develop a data and analytics strategy\n- Enhanced investigation strategy\n\n### Outcome 2: Engaged and skilled workforce\nReinforce leadership behaviours where everyone feels respected, connected and trusted. [[CP p.13](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=13)(https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=13)]\n\n**Key activities:**\n- Develop and implement the ONRSR workplace culture roadmap\n- Implement the ONRSR leadership excellence strategy\n- Conduct a culture pulse check\n- Extend the ONRSR capability framework\n- Refresh the ONRSR way\n\n### Outcome 3: Effective stakeholder relationships\nDevelop an ONRSR engagement and education strategy to outline the approach to engage duty holders and key rail safety stakeholders. [[CP p.14](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=14)(https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=14)]\n\n**Key activities:**\n- Develop an ONRSR engagement and education strategy\n- Review ONRSR’s stakeholders\n- Establish collaboration partnerships with key industry stakeholders\n- Implement the RSNL review recommendations\n\n### Outcome 4: Efficient and effective regulator\nDeliver a revised cost recovery model. [[CP p.16](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=16)(https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=16)]\n\n**Key activities:**\n- Deliver a revised cost recovery model\n- Develop KPIs to demonstrate ONRSR is an effective and efficient regulator\n- Deliver an IT remediation program\n- Deliver a new governance framework\n- Review regulatory tools, future skill sets and processes\n\n### Outcome 5: Safety leadership\nEstablish an annual education and engagement (safety promotion) program, along with an appropriate evaluation framework, to encourage and support the rail industry to achieve safety improvements. [[CP p.17](https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=17)(https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf#page=17)]\n\n**Key activities:**\n- Establish an annual education and engagement (safety promotion) program\n- Develop ONRSR safety strategy\n- Share safety lessons, case studies and better practices\n\n## Values and principles\n\n_APS Values_\n\n- Integrity\n- Respect\n- Independence\n- Diligence\n- Excellence\n\n## What they will measure themselves on this year (targets from 2024-2025 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | National rate of key occurrence category incidents | Decrease (3 yr. trend) |  |\n| CCE02 | Number of drug and alcohol tests and % positive | 0% drug, 0% alcohol |  |\n| CCE03 | % of set minimum interaction levels achieved in previous calendar year | 100% |  |\n| CCE04 | % of preliminary audit reports issued within four weeks of an audit | 90% |  |\n| CCE05 | % of inspection reports issued within four weeks of an inspection | 90% |  |\n| CCE06 | % adoption of ONRSR’s major project guidance | 100% |  |\n| CCE07 | % annual voluntary staff turnover | 10-15% |  |\n| CCE08 | % of payroll invested in training and development | 1-2% |  |\n| CCE09 | Annual lost time injury frequency rate (LTIFR) | 0 |  |\n\n## How they performed last year (results from 2019-2020 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | National rate of key occurrence category incidents | 0.58 | Achieved |  |\n| CCE02 | Number of drug and alcohol tests and % positive | 0% drug, 0.263% alcohol | Achieved |  |\n| CCE03 | % of set minimum interaction levels achieved in previous calendar year | 100% | Achieved |  |\n| CCE04 | % of preliminary audit reports issued within four weeks of an audit | 87% | Achieved |  |\n| CCE05 | % of inspection reports issued within four weeks of an inspection | 94.5% | Achieved |  |\n| CCE06 | % adoption of ONRSR’s major project guidance | 91% | Achieved |  |\n| CCE07 | % annual voluntary staff turnover | 7.2% | Achieved |  |\n| CCE08 | % of payroll invested in training and development | 1.26% | Achieved |  |\n| CCE09 | Annual lost time injury frequency rate (LTIFR) | 9.58% | Not Achieved |  |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Office of the National Rail Safety Regulator - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:28:43.820179+00:00\n**Entity ID**: B-002135\n**Entity type**: National Law Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.onrsr.com.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 1 |\n| corporate-plans | 5 |\n| other-pdfs | 5 |\n| pages | 12 |\n| strategies | 2 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 3]\nCorporate Plan // 2019-2022\nC o n te n ts\nChief Executiveʼs Message 2\nAbout This Plan 4\nOur Purpose Statement 4\nOur Vision\nOur Values\nOur Governance Structure 5\nOur Relationships and Stakeholders 6\nNational Safety Priorities 7\nONRSR Rail Safety Report 8\nStatement of Intent 8\nThe ONRSR Way 8\nLast Yearʼs Performance 9\nIntegrated Risk, Planning and Reporting 9\nCorporate Goals 10\nGoal 1.\n  Source: `corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)`\n- Our Purpose Statement 5\n1.1 Our Vision 6\n1.2 Our Values 7\n1.3 Our Governance Structure 7\n1.4 Our Relationships & Stakeholders 7\n2.\n  Source: `corporate-plans/2020.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-Corporate-Plan-2020-2023.pdf)`\n- [Page 2]\nSTNETNOC\n02 10\nChief Executive’s Message ONRSR Rail Safety Report 10\nThe ONRSR Way 10\n04 Statement of Intent 10\nIntegrated Risk, Planning and Reporting 10\nLast Year's Performance 11\nAbout This Plan COVID-19 11\n05 12\nSAFE RAILWAYS FOR AUS TRALIA Our Purpose Statement Corporate Goals\n1.1 Our Vision 06 GOAL 1: Enhance our risk-based approach to\n1.2 Our Values 06 rail safety regulation 12\n1.3 Our Governance Structure 07 GOAL 2: Deliver efficient and effective safety\n1.4 Our Relationships & Stakeholders 07 regulation 13\nGOAL 3: Work with stakeholders to address\nnational rail safety issues 14\n08 GOAL 4: Invest in ONRSR’s national capability,\ngovernance and culture 15\nNational Priorities\n16\nTrack Worker Safety 08\nLevel Crossing Safety 08\nContractor Management 08\nKey Performance Indicators\nControl Assurance 09\n2021–2024 ONRSR Corporate Plan 1\n  Source: `corporate-plans/2021.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2021-2024.pdf)`\n- [Page 2]\nContents\nChief Executive’s Message 02\nAbout This Plan 04\n1 Our Purpose Statement 05\n1.1 Our Vision 06\n1.2 Our Values 07\n1.3 Our Governance Structure 08\n1.4 Our Relationships & Stakeholders 08\n2 The ONRSR Way 09\n3 National Safety Priorities 10\nSafety Critical Communications 10\nRail Safety Worker Competency 10\nAltered Working Arrangements 11\nSAFE RAI LWAYS FOR AUSTRALIA\nLevel Crossing Safety - Regional 11\nContractor Management 11\n4 ONRSR Rail Safety Report 12\n5 Statement of Intent 12\n6 Last Year’s Performance 13\n7 Integrated Risk, Planning and Reporting 13\nCorporate Goals 15\nGOAL 1: Enhance our risk-based approach to rail safety regulation 15\nGOAL 2: Deliver efficient and effective safety regulation 16\nGOAL 3: Work with stakeholders to address national rail safety issues 17\nGOAL 4: Invest in ONRSR’s national capability, governance and culture 18\nKey Performance Indicators 20\n  Source: `corporate-plans/2022.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/2022-2025-ONRSR-Corporate-Plan.pdf)`\n\n### Role and Functions\n\n- The RSNL provides that all Oversight Laws in each participating jurisdiction\nThe functions of ONRSR are set out in section 13 of the RSNL which states:\nare disapplied, and then reapplied to ONRSR with modifications made by the RSNL\n13 (1) In addition to any other function conferred on ONRSR by this Law or an Act,\nNational Regulations so that one set of Oversight Laws (South Australian) apply to\nONRSR has the following functions:\nONRSR regardless of jurisdiction.\n(a) to administer, audit and review the accreditation regime under this Law;\nThis statement is published in accordance with section 9(2) of the Freedom of\n(b) to work with rail transport operators, rail safety workers, and others involved in\nInformation Act 1991 (the FOI Act) (as modified by the Rail Safety National Law\nrailway operations, to improve rail safety nationally;\nNational Regulations).\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- 2019-2020 176 3 2 181* 4 0*\nNATIONAL OPERATIONS COMMITTEE (NOC)\n2018-2019 124 19 1 144 11 29\nWith responsibility for the development and implementation of the national\nwork program, assessment and review of regulatory rail safety risks and for\n* At 30 June 2020, ONRSR headcount was 181, this number includes 18 Victorian staff who worked under\nservice level agreement (SLA) then transitioned to join ONRSR on 2 December 2019. discussing operational matters including applying a consistent approach across\nAustralia, the committee comprises Directors from each jurisdiction and other\nsenior operational officers and is chaired by the Chief Operating Officer.\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- This goal reflects and some ALCAM data and the project is targeting a mid-2021 completion and launch\nthe important role ONRSR has to Invest in education of potential cyber risks and Dec 2019 Achieved date for stage one.\nuse the information and resources develop effective regulatory tools\nat its disposal to educate accredited 2 TOURIST AND HERITAGE SMS MODULES\nparties in relation to RSNL generally Distribute safety messages as necessary and As required Achieved (2019-2020) /\nIn response to feedback from tourist and heritage operators and, as part of broader\nand safety issues specifically. increase the use of education as a regulatory Ongoing\nstakeholder engagement, ONRSR has worked with the sector to roll out several\ntool during operator interactions\ninitiatives to support it and other smaller, less-complex, operators.\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- [Page 3]\nFEIHC S'EVITUCEXE EGASSEM\nAfter the experiences of 2020, We are embracing the challenge of ensuring we It’s an outlook that will drive the continued Of course, our national workforce will be at the\ncontinue to effectively plan for and execute our development of our risk-based regulatory heart of everything we do, and we will build on\n2021 has started with a much\nkey functions in a COVID-Safe manner with a quiet approach and deliver the safety benefits where the support and investment in every one of our\nconfidence that comes from a strong foundation they are needed most while reducing unnecessary people, their development and wellbeing, and\nmore optimistic outlook.\nand the experience of 2020. administrative processes. continue to make their health and safety our\nThe Office of the National Rail highest priority.\n  Source: `corporate-plans/2021.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2021-2024.pdf)`\n- Fees increased from 2018-\nperformance and its cash flows for the year then ended in accordance with the Public Finance\n19 as a result of applying the fee regulation, which includes an increase annually by CPI,\nand Audit Act 1987, the Rail Safety National Law (South Australia) Act 2012 and Australian\nand receipt of prorata fees for assuming responsibility of all rail safety regulation in Accounting Standards.\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- [Page 34]\nF I N A N C I A L R E P O R T 2 0 1 9 - 2 0 2 0 F I N A N C I A L R E P O R T 2 0 1 9 - 2 0 2 0\nResponsibilities of the Chief Executive for the financial report My report refers only to the financial report described above and does not provide assurance\nover the integrity of electronic publication by the entity on any website nor does it provide an\nThe Chief Executive is responsible for the preparation of the financial report that gives a true opinion on other information which may have been hyperlinked to/from the report.\nand fair view in accordance with provisions of the Public Finance and Audit Act 1987, the\nRail Safety National Law (South Australia) Act 2012 and the Australian Accounting I communicate with the Chief Executive about, among other matters, the planned scope and\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n\n### Strategic Priorities\n\n- [Page 18]\nSafe Railways for Australia // Key Performance Indicators\nK e y\nPe r fo r m a n ce\nI n d i cato r s\nONRSR ONRSR KPI KPI MEASURE(S) TARGET(S)\nCORPORATE GOAL\nGoal 1 Australiaʼs rail The national rate of key occurrence category incidents, as Decrease\nnetworks are safer reported to ONRSR\nEnhance our risk-\nNumber of drug and alcohol tests and % positive (ONRSR) 0% positive\nbased approach to\nNumber of drug and alcohol tests and % positive (industry) 0% positive\nrail safety\nONRSRʼs regulatory % of set minimum interaction levels achieved in previous 100%\nregulation\neffort is risk-based calendar year\nGoal 2 ONRSRʼs regulatory % of preliminary audit reports issued within four weeks of an 90%\nactivities are efficient audit\nReduce the\n% of inspection reports issued within four weeks of an 90%\nregulatory burden\ninspection\non industry\n% of policies and legislative changes consulted on 100%\n  Source: `corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)`\n- [Page 10]\nK E Y P E R F O R M A N C E I N D I C A T O R S\nONRSR CORPORATE GOAL ONRSR KPI KPI MEASURE(S) TARGET(S)\nGOAL 1 • Australia’s rail • The national rate of key occurrence category • Decrease\nnetworks are safer incidents, as reported to ONRSR\nEnhance our risk-based\napproach to rail safety\n• ONRSR’s regulatory • Number of drug and alcohol tests and % positive • 0% positive\nregulation\neffort is risk-based (ONRSR)\n• Number of drug and alcohol tests and % positive • 0% positive\n(industry)\n• % of set minimum interaction levels achieved in • 100%\nprevious calendar year\nGOAL 2 • O NRSR’s regulatory • % of preliminary audit reports issued within • 90%\nactivities are efficient four weeks of an audit\nReduce the regulatory\nburden on industry • % of inspection reports issued within four weeks • 9 0%\nof an inspection\n• % of policies and legislative changes consulted on • 1 00%\n  Source: `corporate-plans/2020.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-Corporate-Plan-2020-2023.pdf)`\n- [Page 10]\nONRSR CORPORATE GOAL ONRSR KPI KPI MEASURE(S) TARGET(S)\nGOAL 1\nEnhance our risk-based • Australia’s rail • The national rate of key occurrence • Decrease\napproach to rail safety networks are category incidents, as reported to ONRSR (3 yr. trend)\nregulation safer\n• ONRSR’s • Number of drug and alcohol tests and % • 0% positive\nregulatory effort is positive (ONRSR)\nrisk-based\n• Number of drug and alcohol tests and % • 0% positive\npositive (industry)\n• % of set minimum interaction levels • 100%\nachieved in previous calendar year\nGOAL 2\nDeliver efficient and • O NRSR’s • % of preliminary audit reports issued • 90%\neffective safety regulatory within four weeks of an audit\nregulation activities are\nefficient • % of inspection reports issued within four • 9 0%\nweeks of an inspection\n• % of policies and legislative changes • 1 00%\nconsulted on\n  Source: `corporate-plans/2021.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2021-2024.pdf)`\n- [Page 12]\nKey Performance Indicators\nONRSR\nONRSR KPI KPI MEASURE(S) TARGET(S)\nCORPORATE GOAL\nGOAL 1\nEnhance our • Australia’s rail • The national rate of key occurrence • Decrease\nrisk-based networks are category incidents, as reported to (3 yr. trend)\napproach to rail safer ONRSR\nsafety regulation\n• Number of drug and alcohol tests and % • 0% positive\npositive (ONRSR)\n• Number of drug and alcohol tests and % • 0% positive\npositive (industry)\n• ONRSR’s regulatory • % of set minimum interaction levels • 100%\neffort is risk-based achieved in previous calendar year\nGOAL 2\nReduce the • ONRSR’s regulatory • % of preliminary audit reports issued • 90%\nregulatory activities are within four weeks of an audit\nburden on efficient\nindustry • % of inspection reports issued within • 90%\nSAFE RAI LWAYS FOR AUSTRALIA\nfour weeks of an inspection\n• % of policies and legislative changes • 100%\n  Source: `corporate-plans/2022.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/2022-2025-ONRSR-Corporate-Plan.pdf)`\n- [Page 6]\n3.3 Strategic Directions 2024-2027\nThis strategy supports delivery of the following two strategic priorities in ONRSR’s Strategic Directions\n2024-2027:\n4 Principles\nIn conjunction with ONRSR’s organisational values (Integrity, Respect, Independence, Diligence, and\nExcellence), we apply the following principles in delivering our engagement function:\n> Transparent – we are open about the way we conduct our functions, including our engagement process,\nand our stakeholders’ roles and how their input will inform our work\n> Timely – we will communicate regularly and engage early\n> Responsive – we will respond to feedback and communicate to ‘close the loop’.\n  Source: `strategies/ONRSR-Engagement-and-Education-Strategy.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-Engagement-and-Education-Strategy.pdf)`\n- [Page 3]\nCorporate Plan // 2019-2022\nC o n te n ts\nChief Executiveʼs Message 2\nAbout This Plan 4\nOur Purpose Statement 4\nOur Vision\nOur Values\nOur Governance Structure 5\nOur Relationships and Stakeholders 6\nNational Safety Priorities 7\nONRSR Rail Safety Report 8\nStatement of Intent 8\nThe ONRSR Way 8\nLast Yearʼs Performance 9\nIntegrated Risk, Planning and Reporting 9\nCorporate Goals 10\nGoal 1.\n  Source: `corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)`\n- [Page 2]\nSTNETNOC\n02 10\nChief Executive’s Message ONRSR Rail Safety Report 10\nThe ONRSR Way 10\n04 Statement of Intent 10\nIntegrated Risk, Planning and Reporting 10\nLast Year's Performance 11\nAbout This Plan COVID-19 11\n05 12\nSAFE RAILWAYS FOR AUS TRALIA Our Purpose Statement Corporate Goals\n1.1 Our Vision 06 GOAL 1: Enhance our risk-based approach to\n1.2 Our Values 06 rail safety regulation 12\n1.3 Our Governance Structure 07 GOAL 2: Deliver efficient and effective safety\n1.4 Our Relationships & Stakeholders 07 regulation 13\nGOAL 3: Work with stakeholders to address\nnational rail safety issues 14\n08 GOAL 4: Invest in ONRSR’s national capability,\ngovernance and culture 15\nNational Priorities\n16\nTrack Worker Safety 08\nLevel Crossing Safety 08\nContractor Management 08\nKey Performance Indicators\nControl Assurance 09\n2021–2024 ONRSR Corporate Plan 1\n  Source: `corporate-plans/2021.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2021-2024.pdf)`\n- ACTIVITIES WHEN\nMonitor COVID-Safe business continuity planning to ensure agility Ongoing\nand responsiveness\nACTIVITIES WHEN\nContinue to invest in the learning and development of the national Ongoing\nDevelop and deliver national priority projects including:\nteam and the systems that support them\n> Level Crossing Safety Jun 2022\n> Contractor Management Jun 2022 Enhance the capability, governance and infrastructure for Dec 2021\nappropriate information sharing with stakeholders\n> Control Assurance Jun 2022\n> Track Worker Safety Jun 2022\nImplement a policy for the introduction of In-Cab audio and video 2022\nrecording subject to Infrastructure and Transport Ministers’ approval\nDevelop and manage a National Level Crossing Portal on behalf of Sep 2021\nthe National Level Crossing Safety Committee\nFacilitate information sharing with industry Ongoing\n  Source: `corporate-plans/2021.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2021-2024.pdf)`\n- [Page 2]\nContents\nChief Executive’s Message 02\nAbout This Plan 04\n1 Our Purpose Statement 05\n1.1 Our Vision 06\n1.2 Our Values 07\n1.3 Our Governance Structure 08\n1.4 Our Relationships & Stakeholders 08\n2 The ONRSR Way 09\n3 National Safety Priorities 10\nSafety Critical Communications 10\nRail Safety Worker Competency 10\nAltered Working Arrangements 11\nSAFE RAI LWAYS FOR AUSTRALIA\nLevel Crossing Safety - Regional 11\nContractor Management 11\n4 ONRSR Rail Safety Report 12\n5 Statement of Intent 12\n6 Last Year’s Performance 13\n7 Integrated Risk, Planning and Reporting 13\nCorporate Goals 15\nGOAL 1: Enhance our risk-based approach to rail safety regulation 15\nGOAL 2: Deliver efficient and effective safety regulation 16\nGOAL 3: Work with stakeholders to address national rail safety issues 17\nGOAL 4: Invest in ONRSR’s national capability, governance and culture 18\nKey Performance Indicators 20\n  Source: `corporate-plans/2022.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/2022-2025-ONRSR-Corporate-Plan.pdf)`\n- ACTIVITIES WHEN\nACTIVITIES WHEN\nFinalise national priority projects including:\nWork with governments to remove remaining, and minimise future, derogations to Jun 2025\n> Level crossing safety Jun 2022\nRail Safety National Law\n> Contractor Management Jun 2022\nIncrease the range of regulatory and reporting interactions the ONRSR portal Ongoing > Control Assurance Jun 2022\nfacilitates\n> Track Worker Safety Jun 2022\nConduct the next ONRSR Stakeholder Survey and develop an implementation plan Jun 2022\nImplement In-Cab audio and video recording policy as approved by ITMM 2023\nManage and enhance a National Level Crossing Portal on behalf of the National Ongoing\nLevel Crossing Safety Committee\nOversee outcomes of the train visibility research trials review to improve 2022\nlevel crossing safety\nActively support RISSB to drive production of standards that address safety controls Ongoing\n  Source: `corporate-plans/2022.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/2022-2025-ONRSR-Corporate-Plan.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 18]\nSafe Railways for Australia // Key Performance Indicators\nK e y\nPe r fo r m a n ce\nI n d i cato r s\nONRSR ONRSR KPI KPI MEASURE(S) TARGET(S)\nCORPORATE GOAL\nGoal 1 Australiaʼs rail The national rate of key occurrence category incidents, as Decrease\nnetworks are safer reported to ONRSR\nEnhance our risk-\nNumber of drug and alcohol tests and % positive (ONRSR) 0% positive\nbased approach to\nNumber of drug and alcohol tests and % positive (industry) 0% positive\nrail safety\nONRSRʼs regulatory % of set minimum interaction levels achieved in previous 100%\nregulation\neffort is risk-based calendar year\nGoal 2 ONRSRʼs regulatory % of preliminary audit reports issued within four weeks of an 90%\nactivities are efficient audit\nReduce the\n% of inspection reports issued within four weeks of an 90%\nregulatory burden\ninspection\non industry\n% of policies and legislative changes consulted on 100%\n  Source: `corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)`\n- [Page 10]\nK E Y P E R F O R M A N C E I N D I C A T O R S\nONRSR CORPORATE GOAL ONRSR KPI KPI MEASURE(S) TARGET(S)\nGOAL 1 • Australia’s rail • The national rate of key occurrence category • Decrease\nnetworks are safer incidents, as reported to ONRSR\nEnhance our risk-based\napproach to rail safety\n• ONRSR’s regulatory • Number of drug and alcohol tests and % positive • 0% positive\nregulation\neffort is risk-based (ONRSR)\n• Number of drug and alcohol tests and % positive • 0% positive\n(industry)\n• % of set minimum interaction levels achieved in • 100%\nprevious calendar year\nGOAL 2 • O NRSR’s regulatory • % of preliminary audit reports issued within • 90%\nactivities are efficient four weeks of an audit\nReduce the regulatory\nburden on industry • % of inspection reports issued within four weeks • 9 0%\nof an inspection\n• % of policies and legislative changes consulted on • 1 00%\n  Source: `corporate-plans/2020.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-Corporate-Plan-2020-2023.pdf)`\n- [Page 10]\nONRSR CORPORATE GOAL ONRSR KPI KPI MEASURE(S) TARGET(S)\nGOAL 1\nEnhance our risk-based • Australia’s rail • The national rate of key occurrence • Decrease\napproach to rail safety networks are category incidents, as reported to ONRSR (3 yr. trend)\nregulation safer\n• ONRSR’s • Number of drug and alcohol tests and % • 0% positive\nregulatory effort is positive (ONRSR)\nrisk-based\n• Number of drug and alcohol tests and % • 0% positive\npositive (industry)\n• % of set minimum interaction levels • 100%\nachieved in previous calendar year\nGOAL 2\nDeliver efficient and • O NRSR’s • % of preliminary audit reports issued • 90%\neffective safety regulatory within four weeks of an audit\nregulation activities are\nefficient • % of inspection reports issued within four • 9 0%\nweeks of an inspection\n• % of policies and legislative changes • 1 00%\nconsulted on\n  Source: `corporate-plans/2021.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2021-2024.pdf)`\n- [Page 12]\nKey Performance Indicators\nONRSR\nONRSR KPI KPI MEASURE(S) TARGET(S)\nCORPORATE GOAL\nGOAL 1\nEnhance our • Australia’s rail • The national rate of key occurrence • Decrease\nrisk-based networks are category incidents, as reported to (3 yr. trend)\napproach to rail safer ONRSR\nsafety regulation\n• Number of drug and alcohol tests and % • 0% positive\npositive (ONRSR)\n• Number of drug and alcohol tests and % • 0% positive\npositive (industry)\n• ONRSR’s regulatory • % of set minimum interaction levels • 100%\neffort is risk-based achieved in previous calendar year\nGOAL 2\nReduce the • ONRSR’s regulatory • % of preliminary audit reports issued • 90%\nregulatory activities are within four weeks of an audit\nburden on efficient\nindustry • % of inspection reports issued within • 90%\nSAFE RAI LWAYS FOR AUSTRALIA\nfour weeks of an inspection\n• % of policies and legislative changes • 100%\n  Source: `corporate-plans/2022.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/2022-2025-ONRSR-Corporate-Plan.pdf)`\n- 5 Running line derailments, running line collisions between trains and with rolling stock, and SPADs (A1) involving T&H trains per one hundred thousand T&H train km\n2 The KPI measure was set in 2018, which shortened the existing ONRSR audit preliminary report production period, with the KPI target set as an aspirational target to\n6 Occurrences involving RRVs per million maintenance vehicle km\ndrive efficiency.\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- [Page 15]\nC O R P O R A T E G O A L C O R P O R A T E P E R F O R M A N C E\n1\nE N H A N C E O U R R I S K - B A S E D A P P R O A C H\nT O R A I L S A F E T Y R E G U L A T I O N\nGuided by a comprehensive risk- A C H I E V E M E N T S 111 NATIONAL RAIL SAFETY DATA STRATEGY\nSTRATEGIES WHEN 2019–2020 RESULT\nbased regulatory framework, ONRSR An ongoing partnership between ONRSR, the ARA and industry representatives, the\nwill deliver an annual national work Progress the National Rail Safety Data Strategy 2019-2022 Achieved (2019-2020) / focus of all parties in the last 12 months has been to progress key elements of the\nprogram, work with proponents of Action Plan Ongoing action plan.\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- [Page 18]\nC O R P O R A T E G O A L C O R P O R A T E P E R F O R M A N C E\n4\nI N V E S T I N O N R S R ’ S N A T I O N A L C A P A B I L I T Y, G O V E R N A N C E\nA N D C U L T U R E T O D R I V E O U R S T R A T E G I C I N T E N T\nONRSR recognises its people are A C H I E V E M E N T S 1 REGIS ENHANCEMENTS\nSTRATEGIES WHEN 2019–2020 RESULT\nits most important asset and that Throughout 2019–2020 ONRSR invested in a range of enhancements to its Regulatory\ncomplementary investment in our Deliver ONRSR’s Workforce Plan Dec 2019 Achieved Information System (RegIS).\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- [Page 12]\nSTRATEGIC\nD I R E C T I O N S\n2 024 -2 027\nONRSR’S STRATEGIC DIRECTIONS 2024–2027\nCAME INTO EFFECT ON 1 JULY 2024 AND WERE\nDEVELOPED THROUGH AN EXTENSIVE STAFF AND\nSTAKEHOLDER CONSULTATION PROCESS WHICH\nIDENTIFIED THE PRIORITIES THAT WILL ENABLE\nUS TO ACHIEVE OUR VISION – SAFE RAILWAYS FOR\nAUSTRALIA – AND TO ESTABLISH A FRAMEWORK\nTO FOCUS OUR ACTIONS AND RESOURCES AS\nWELL AS MEASURE OUR PERFORMANCE.\n  Source: `corporate-plans/2024-25.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf)`\n- [Page 14]\nS T R AT E G I C D I R E C T I O N S 2 0 2 4 - 2 0 2 7\nL E V E R AG E DATA A N D\nI N T E L L I G E N C E TO E N H A N C E\nO U R A P P R OAC H TO R I S K- BAS E D\nR E G U L AT I O N\nFOCUS AREA KEY INITIATIVES 2024-2025\nREFINE RISK-BASED APPROACH 1.1 REFINE THE ONRSR RISK MODEL AND\nSUPPORTING DECISION TOOLS TO\nRefine our national approach to risk-based regulation to\nbetter target our resources to deliver the greatest safety DETERMINE:\nimprovement impact. a) risks and risk profiles at the operator, sector and\nindustry level;\nb) the mix of regulatory activities to;\ni) allocate resources to regulatory activities; and\nii) establish and address safety issues and priorities.\n  Source: `corporate-plans/2024-25.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf)`\n- Review the recommendations and findings of Dec 2019 Achieved\nThe second relates to our efforts to the second ONRSR Stakeholder Survey 2 RESPONSE TO ONRSR STAKEHOLDER SURVEY II\nconstantly improve the quality and\nIn the second half of the 2019–2020 financial year, ONRSR reviewed the feedback\nefficiency of our regulatory interactions Work with government to remove the service Dec 2019 Achieved\nfrom more than 50% of accredited operators and a range of additional industry and\nincluding our requests for, and level agreement in Victoria\ngovernment stakeholders who participated in the 2019 survey.\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- [Page 17]\nC O R P O R A T E G O A L C O R P O R A T E P E R F O R M A N C E\n3\nW O R K W I T H I N D U S T R Y T O A D D R E S S\nN A T I O N A L R A I L S A F E T Y I S S U E S\nTo complement compliance A C H I E V E M E N T S 1 NATIONAL LEVEL CROSSING PORTAL\nSTRATEGIES WHEN 2019–2020 RESULT\nand enforcement activities, In December 2019 the National Level Crossing Steering Committee (NLCSC) approved\nONRSR will actively contribute to Deliver priority projects in the safety development of a National Level Crossing Portal which will allow for level crossing\nindustry’s implementation of its improvement work plan: safety data to be available on demand through a self-serve online portal.\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- 2 0 1 9 - 2 0 2 0\nThe surplus was attributable to: Level 9\nState Administration Centre\n200 Victoria Square\nAdelaide SA 5000\n> contribution to the costs of setting up a new office on removal of service level DX 56208\nVictoria Square\nagreement with Victoria which was recognised as revenue\nTel +618 8226 9640\nFax +618 8226 9688\n> derecognition of an existing financial liability ABN 53 327 06 1 410\naudgensa@audit.sa.gov.au\nwww,audit sa.gov.au\n> change in Australian Accounting standard for leases effective for the first time To the Chief Executive\nin 2020 The Office of the National Rail Safety Regulator\n> underspend on supplies and services as a result of restrictions on movements\nimposed by the Commonwealth and State Governments due to COVID-19 Opinion\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- E~~ Net result 4,868 1,393\nChief Executive Director - Corpora te\nOther comprehensive Income\nItems that will not be classified to net result:\nChanges in property, plant and equipment asset\nc:l'c:>f1 Jo B' revaluation surplus 157\nI I 2020 I ;2020\nTotal comprehensive result 5,025 1,393\nThe above statement should be read in conjunction with the accompanying notes.\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- This is\nEmployee benefit payments (24,510) (21,726) achieved through regulation of the rail industry in accordance with the Law, supporting regulations , guidelines\nPayments for supplies and services (7,142) (8,877) and policies and the promotion of safety as a fundamental objective in the delivery of rail transport services.\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $1000 | Employee benefits expenses $'000 $1000\n2020 2019 Fixtures and fittings 64 61\n$'000 $'000 Computer equipment 206 215\nSalaries and wages 20,497 17,091 Computer software 486 464\nAnnual leave 1,736 1,412 Leasehold improvements 450 371\nLong service leave 643 453 Right-of-use assets 2,161\nEmployment on-costs- superannuation 1 2,059 1,696 Total depreciation and amortisation 3,367 1,W\nEmployment on-costs - other 1,107 1,092\nWorkers compensation 87 70 All | `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)` |\n| $15,000 | Comparatives have not been restated.\nat 1 July 2019 AASB 16 was applied only to contracts that were previously identified as containing a lease\nunder AASB 117 and related interpretations.\nthe initial measurement of the lease liability was the present value of the remaining lease payments\ndiscounted using ONRSR'si ncremental borrowing rate as at 1 July 2019.\nthe initial measurement of the right-of-use assets has been calculated as an amount equal | `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)` |\n| $15,000 | [pages 38,39]\nright-of-use assets has been calculated as an amount equal to the lease\nliability on transition adjusted for prepaid or accrued lease payments.\nthe initial measurement of lease liabilities and the right-of-use assets excludes all leases that ended by 30\nJune 2020 or are short term leases.\nright-of-use assets and lease liabilities are not recognised for leases of low value assets, being assets that\nhave a value of $15,000 or less, no | `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)` |\n| $5,000 | Asset movement reconciliation 2020\nLeasehold Fixtures and Computer Intangible Right-of -use Total\nAll property, plant and equipment with a value equal to or in excess of $5,000 are capitalised. improvements fittings equipment assets assets\n2020 $'000 $'000 $'000 $'000 $'000 $'000\nONRSR expects for all non-current tangible assets that any costs of disposal will be negligible, and the recoverable Carrying a mount at 1 July 2019 2,554 536 431 1,730 | `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)` |\n| $1.920 million, $1.913 million, 1.920 million, 1.913 million | Total compensation for the\nGain on derecognition offinancial liabilities 818\nONRSR's key management personnel was $1.920 million {2019: $1.913 million). | `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)` |\n\n## Key Achievements\n\n- [Page 8]\nC O R P O R A T E G O A L S C O R P O R A T E G O A L S\n1 2\nE n h a n c e o u r r i s k - b a s e d a p p r o a c h R e d u c e r e g u l a t o r y b u r d e n\nt o r a i l s a f e t y r e g u l a t i o n o n i n d u s t r y\nGuided by a comprehensive risk- ONRSR has an ongoing commitment\nACTIVITIES WHEN ACTIVITIES WHEN\nbased regulatory framework, to maximising the application and\nONRSR will deliver an annual Progress the National Rail Safety Data Strategy Action Plan 2019 – 2022 effectiveness of Rail Safety National Implement outcomes from the review of drug and alcohol July 2020\nnational work program, with a key Law.\n  Source: `corporate-plans/2020.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-Corporate-Plan-2020-2023.pdf)`\n- ACTIVITIES WHEN\nImplement the Commonwealth’s response to recommendations Jun 2022\nof the Productivity Commission’s report into national transport\nACTIVITIES WHEN\nregulatory reform\nProgress the National Rail Safety Data Strategy Action Plan 2021 – 2022\nDevelop a policy in relation to less complex operators Jun 2022\nImplement a national cost recovery model based on regulatory July 2022\neffort and risk subject to Infrastructure and Transport Ministers’ Work with governments to remove remaining, and minimise future, Jun 2024\napproval derogations to Rail Safety National Law\nIntegrate the findings from an expanded set of analysis activities Dec 2023 Leverage use of the ONRSR portal to increase the range of Ongoing\nand products into the regulatory planning and monitoring cycle regulatory and reporting interactions it facilitates\n  Source: `corporate-plans/2021.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2021-2024.pdf)`\n- [Page 15]\nC O R P O R A T E G O A L C O R P O R A T E P E R F O R M A N C E\n1\nE N H A N C E O U R R I S K - B A S E D A P P R O A C H\nT O R A I L S A F E T Y R E G U L A T I O N\nGuided by a comprehensive risk- A C H I E V E M E N T S 111 NATIONAL RAIL SAFETY DATA STRATEGY\nSTRATEGIES WHEN 2019–2020 RESULT\nbased regulatory framework, ONRSR An ongoing partnership between ONRSR, the ARA and industry representatives, the\nwill deliver an annual national work Progress the National Rail Safety Data Strategy 2019-2022 Achieved (2019-2020) / focus of all parties in the last 12 months has been to progress key elements of the\nprogram, work with proponents of Action Plan Ongoing action plan.\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- [Page 13]\n# 1\nEnhance our\nrisk-based\napproach to\nrail safety\nregulation\nGuided by a comprehensive risk- STRATEGIES WHEN\nbased regulatory framework, ONRSR\nwill deliver an annual national work\nProgress the National Rail Safety Data Strategy Action Plan 2019 – 2022\nprogram, work with proponents of\nmajor rail projects to ensure safety\nDevelop a national cost recovery model based on regulatory Dec 2020\nissues are addressed and undertake\neffort and risk\ncompliance activities associated with\nnational safety priorities.\n  Source: `corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)`\n- [Page 11]\nCorporate Plan // 2019-2022\n>\nLast Year’s Performance In addition to our comprehensive national regulatory activities, ONRSR\nsuccessfully delivered upon a majority of the milestones set out in\nits Corporate Plan 2018–2021 during the financial year 2017–2018.\n  Source: `corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)`\n- [Page 20]\nS T R AT E G I C D I R E C T I O N S 2 0 2 4 - 2 0 2 7\nREPORTING\nTHE ONRSR EXECUTIVE REVIEWS PROGRESS\nQUARTERLY AGAINST THE ANNUAL CORPORATE\nPLAN KEY MILESTONES AND NATIONAL\nPERFORMANCE INDICATORS.\n  Source: `corporate-plans/2024-25.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf)`\n- Received 330 321 417\nOPERATIONAL ACTIVITY 2017-2018 2018-2019 2019-2020\nNo. of REPCONS:\nNo. of accreditations:\nReceived 9 13 9\nReceived 13 8 10\nActioned 9 13 9\nCompleted 9 6 6\nNo. of formal inspections completed 235 290 307\nNo. of variations to accreditation:\nNo. of audits completed 71 75 47\nReceived 52 52 40\nNo. of compliance investigations\nCompleted 41 41 34 6 3 17\ncompleted\nNo. of surrenders of accreditation:\nNo. of improvement notices issued 15 26 29\nReceived 9 4 3\nNo. of prohibition notices issued 8 5 6\nCompleted 7 7 3\nNo. of prosecutions 1 2 0\nNo. of exemptions to accreditation:\nNo. of Enforceable Voluntary\nReceived 7 2 6 1 0 1\nUndertakings accepted\nReceived 7 0 3\nNo. of site visits 257 429 207\nNo. of variations to registrations:\nReceived 3 5 5\nCompleted 2 6 4\nNo. of surrenders of registration:\nReceived 8 7 9\nCompleted 8 5 8\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- [pages 12,13,14,15]\ns:\nReceived 9 13 9\nReceived 13 8 10\nActioned 9 13 9\nCompleted 9 6 6\nNo. of formal inspections completed 235 290 307\nNo. of variations to accreditation:\nNo. of audits completed 71 75 47\nReceived 52 52 40\nNo. of compliance investigations\nCompleted 41 41 34 6 3 17\ncompleted\nNo. of surrenders of accreditation:\nNo. of improvement notices issued 15 26 29\nReceived 9 4 3\nNo. of prohibition notices issued 8 5 6\nCompleted 7 7 3\nNo. of prosecutions 1 2 0\nNo. of exemptions to accreditation:\nNo. of Enforceable Voluntary\nReceived 7 2 6 1 0 1\nUndertakings accepted\nReceived 7 0 3\nNo. of site visits 257 429 207\nNo. of variations to registrations:\nReceived 3 5 5\nCompleted 2 6 4\nNo. of surrenders of registration:\nReceived 8 7 9\nCompleted 8 5 8\n20 2019–2020 ONRSR Annual Report 2019–2020 ONRSR Annual Report 21\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- Intangible assets\n2020 2019 2020 2019\n$'000 $'000 $'000 $'000\nLeasehold improvements Computer software\nAt cost 4,778 3,273 Internally developed computer software 2,720 2,535\nAccumulated depreciation (1,012) (719) Accumulated amortisation (1,327) (908)\nTotal leasehold improvements 3,766 2,554 Other computer software 927 949\nAccumulated amortisation (909) (890)\nFixtures and fittings Total computer software 1,411 1,686\nAt cost 938 781\nAccumulated depreciation (301) (245) Work in progress (intangibles):\nTotal fixtures and fittings 637 536 At cost 45 44\nTotal work in progress (Intangibles) 45 44\nComputer equipment\nAt cost 1,090 910 Total intangible assets 1,456 1,730\nAccumulated depreciation (717) (511)\nTotal computer equipment 373 399 An intangible asset is an identifiable non-monetary asset without physical substance.\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- Additions work in progress 45 45\nAdditions of right-of-use assets 3,007 3,007\nLease right-of-use assets are capitalised on the commencement date of the lease and comprise the initial lease Reclassification of prior year WIP (32) (44) (76)\nliability amount, initial direct costs incurred when entering into the lease less any lease incentives receivable.\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- [Page 3]\nCorporate Plan // 2019-2022\nC o n te n ts\nChief Executiveʼs Message 2\nAbout This Plan 4\nOur Purpose Statement 4\nOur Vision\nOur Values\nOur Governance Structure 5\nOur Relationships and Stakeholders 6\nNational Safety Priorities 7\nONRSR Rail Safety Report 8\nStatement of Intent 8\nThe ONRSR Way 8\nLast Yearʼs Performance 9\nIntegrated Risk, Planning and Reporting 9\nCorporate Goals 10\nGoal 1.\n  Source: `corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)`\n- [pages 12,13,14,15,16,17]\nanagement is provided by the ONRSR Audit and\nRisk Committee.\n  Source: `corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 18]\nSafe Railways for Australia // Key Performance Indicators\nK e y\nPe r fo r m a n ce\nI n d i cato r s\nONRSR ONRSR KPI KPI MEASURE(S) TARGET(S)\nCORPORATE GOAL\nGoal 1 Australiaʼs rail The national rate of key occurrence category incidents, as Decrease\nnetworks are safer reported to ONRSR\nEnhance our risk-\nNumber of drug and alcohol tests and % positive (ONRSR) 0% positive\nbased approach to\nNumber of drug and alcohol tests and % positive (industry) 0% positive\nrail safety\nONRSRʼs regulatory % of set minimum interaction levels achieved in previous 100%\nregulation\neffort is risk-based calendar year\nGoal 2 ONRSRʼs regulatory % of preliminary audit reports issued within four weeks of an 90%\nactivities are efficient audit\nReduce the\n% of inspection reports issued within four weeks of an 90%\nregulatory burden\ninspection\non industry\n% of policies and legislative changes consulted on 100%\n  Source: `corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)`\n- [Page 10]\nK E Y P E R F O R M A N C E I N D I C A T O R S\nONRSR CORPORATE GOAL ONRSR KPI KPI MEASURE(S) TARGET(S)\nGOAL 1 • Australia’s rail • The national rate of key occurrence category • Decrease\nnetworks are safer incidents, as reported to ONRSR\nEnhance our risk-based\napproach to rail safety\n• ONRSR’s regulatory • Number of drug and alcohol tests and % positive • 0% positive\nregulation\neffort is risk-based (ONRSR)\n• Number of drug and alcohol tests and % positive • 0% positive\n(industry)\n• % of set minimum interaction levels achieved in • 100%\nprevious calendar year\nGOAL 2 • O NRSR’s regulatory • % of preliminary audit reports issued within • 90%\nactivities are efficient four weeks of an audit\nReduce the regulatory\nburden on industry • % of inspection reports issued within four weeks • 9 0%\nof an inspection\n• % of policies and legislative changes consulted on • 1 00%\n  Source: `corporate-plans/2020.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-Corporate-Plan-2020-2023.pdf)`\n- [Page 10]\nONRSR CORPORATE GOAL ONRSR KPI KPI MEASURE(S) TARGET(S)\nGOAL 1\nEnhance our risk-based • Australia’s rail • The national rate of key occurrence • Decrease\napproach to rail safety networks are category incidents, as reported to ONRSR (3 yr. trend)\nregulation safer\n• ONRSR’s • Number of drug and alcohol tests and % • 0% positive\nregulatory effort is positive (ONRSR)\nrisk-based\n• Number of drug and alcohol tests and % • 0% positive\npositive (industry)\n• % of set minimum interaction levels • 100%\nachieved in previous calendar year\nGOAL 2\nDeliver efficient and • O NRSR’s • % of preliminary audit reports issued • 90%\neffective safety regulatory within four weeks of an audit\nregulation activities are\nefficient • % of inspection reports issued within four • 9 0%\nweeks of an inspection\n• % of policies and legislative changes • 1 00%\nconsulted on\n  Source: `corporate-plans/2021.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2021-2024.pdf)`\n- [Page 12]\nKey Performance Indicators\nONRSR\nONRSR KPI KPI MEASURE(S) TARGET(S)\nCORPORATE GOAL\nGOAL 1\nEnhance our • Australia’s rail • The national rate of key occurrence • Decrease\nrisk-based networks are category incidents, as reported to (3 yr. trend)\napproach to rail safer ONRSR\nsafety regulation\n• Number of drug and alcohol tests and % • 0% positive\npositive (ONRSR)\n• Number of drug and alcohol tests and % • 0% positive\npositive (industry)\n• ONRSR’s regulatory • % of set minimum interaction levels • 100%\neffort is risk-based achieved in previous calendar year\nGOAL 2\nReduce the • ONRSR’s regulatory • % of preliminary audit reports issued • 90%\nregulatory activities are within four weeks of an audit\nburden on efficient\nindustry • % of inspection reports issued within • 90%\nSAFE RAI LWAYS FOR AUSTRALIA\nfour weeks of an inspection\n• % of policies and legislative changes • 100%\n  Source: `corporate-plans/2022.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/2022-2025-ONRSR-Corporate-Plan.pdf)`\n- [pages 12,13,14,15,16,17]\nanagement is provided by the ONRSR Audit and\nRisk Committee.\n  Source: `corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)`\n- Integrated Risk, Planning and Reporting 11\nCorporate Goals 12\nGOAL 1: Enhance our risk-based approach to rail safety regulation 12\nGOAL 2: Reduce regulatory burden on industry 13\nGOAL 3: Work with industry to address national rail safety issues 14\nGOAL 4: Invest in ONRSR’s national capability, governance and culture\nto drive our strategic intent 15\nKey Performance Indicators 16\nSafe Railways for Australia\n  Source: `corporate-plans/2020.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-Corporate-Plan-2020-2023.pdf)`\n- [Page 2]\nSTNETNOC\n02 10\nChief Executive’s Message ONRSR Rail Safety Report 10\nThe ONRSR Way 10\n04 Statement of Intent 10\nIntegrated Risk, Planning and Reporting 10\nLast Year's Performance 11\nAbout This Plan COVID-19 11\n05 12\nSAFE RAILWAYS FOR AUS TRALIA Our Purpose Statement Corporate Goals\n1.1 Our Vision 06 GOAL 1: Enhance our risk-based approach to\n1.2 Our Values 06 rail safety regulation 12\n1.3 Our Governance Structure 07 GOAL 2: Deliver efficient and effective safety\n1.4 Our Relationships & Stakeholders 07 regulation 13\nGOAL 3: Work with stakeholders to address\nnational rail safety issues 14\n08 GOAL 4: Invest in ONRSR’s national capability,\ngovernance and culture 15\nNational Priorities\n16\nTrack Worker Safety 08\nLevel Crossing Safety 08\nContractor Management 08\nKey Performance Indicators\nControl Assurance 09\n2021–2024 ONRSR Corporate Plan 1\n  Source: `corporate-plans/2021.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2021-2024.pdf)`\n- ACTIVITIES WHEN\nImplement the Commonwealth’s response to recommendations Jun 2022\nof the Productivity Commission’s report into national transport\nACTIVITIES WHEN\nregulatory reform\nProgress the National Rail Safety Data Strategy Action Plan 2021 – 2022\nDevelop a policy in relation to less complex operators Jun 2022\nImplement a national cost recovery model based on regulatory July 2022\neffort and risk subject to Infrastructure and Transport Ministers’ Work with governments to remove remaining, and minimise future, Jun 2024\napproval derogations to Rail Safety National Law\nIntegrate the findings from an expanded set of analysis activities Dec 2023 Leverage use of the ONRSR portal to increase the range of Ongoing\nand products into the regulatory planning and monitoring cycle regulatory and reporting interactions it facilitates\n  Source: `corporate-plans/2021.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2021-2024.pdf)`\n- [Page 2]\nContents\nChief Executive’s Message 02\nAbout This Plan 04\n1 Our Purpose Statement 05\n1.1 Our Vision 06\n1.2 Our Values 07\n1.3 Our Governance Structure 08\n1.4 Our Relationships & Stakeholders 08\n2 The ONRSR Way 09\n3 National Safety Priorities 10\nSafety Critical Communications 10\nRail Safety Worker Competency 10\nAltered Working Arrangements 11\nSAFE RAI LWAYS FOR AUSTRALIA\nLevel Crossing Safety - Regional 11\nContractor Management 11\n4 ONRSR Rail Safety Report 12\n5 Statement of Intent 12\n6 Last Year’s Performance 13\n7 Integrated Risk, Planning and Reporting 13\nCorporate Goals 15\nGOAL 1: Enhance our risk-based approach to rail safety regulation 15\nGOAL 2: Deliver efficient and effective safety regulation 16\nGOAL 3: Work with stakeholders to address national rail safety issues 17\nGOAL 4: Invest in ONRSR’s national capability, governance and culture 18\nKey Performance Indicators 20\n  Source: `corporate-plans/2022.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/2022-2025-ONRSR-Corporate-Plan.pdf)`\n- [Page 14]\nS T R AT E G I C D I R E C T I O N S 2 0 2 4 - 2 0 2 7\nL E V E R AG E DATA A N D\nI N T E L L I G E N C E TO E N H A N C E\nO U R A P P R OAC H TO R I S K- BAS E D\nR E G U L AT I O N\nFOCUS AREA KEY INITIATIVES 2024-2025\nREFINE RISK-BASED APPROACH 1.1 REFINE THE ONRSR RISK MODEL AND\nSUPPORTING DECISION TOOLS TO\nRefine our national approach to risk-based regulation to\nbetter target our resources to deliver the greatest safety DETERMINE:\nimprovement impact. a) risks and risk profiles at the operator, sector and\nindustry level;\nb) the mix of regulatory activities to;\ni) allocate resources to regulatory activities; and\nii) establish and address safety issues and priorities.\n  Source: `corporate-plans/2024-25.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf)`\n- [Page 13]\n# 1\nEnhance our\nrisk-based\napproach to\nrail safety\nregulation\nGuided by a comprehensive risk- STRATEGIES WHEN\nbased regulatory framework, ONRSR\nwill deliver an annual national work\nProgress the National Rail Safety Data Strategy Action Plan 2019 – 2022\nprogram, work with proponents of\nmajor rail projects to ensure safety\nDevelop a national cost recovery model based on regulatory Dec 2020\nissues are addressed and undertake\neffort and risk\ncompliance activities associated with\nnational safety priorities.\n  Source: `corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)`\n- Work with\nindustr y\nto address\nnational rail\nsafety issues\nTo complement compliance and STRATEGIES WHEN\nenforcement activities, ONRSR will\nactively contribute to industryʼs\nDeliver priority projects in the safety improvement work plan:\nimplementation of its safety\nTrack worker safety Jun 2019\nstrategy, develop guidance material\nRisk management Dec 2020\nthat provides clarity for operators\nLevel crossing safety Dec 2020\nand support industry and the Rail\nTourist & heritage sector, safety management capability Jun 2019\nIndustry Safety and Standards Board\nwith the development of selected\nEstablish a mechanism to identify and treat emerging rail Dec 2019\nnational standards, guidelines and\nsafety issues\nproducts.\n  Source: `corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)`\n- This involves our work to management arrangements under the RSNL\nfocus on undertaking compliance Develop a national cost recovery model based on regulatory effort Dec 2020 undertake maintenance reviews of the\nactivities associated with national and risk RSNL, deliver reforms made possible Implement outcomes from the review of fatigue management Dec 2020\narrangements under the RSNL\nsafety priorities and work with by national regulation and to identify\nImplement a national cost recovery model based on regulatory July 2022\nproponents of major rail projects to (in consultation with industry where\neffort and risk subject to Transport and Infrastructure Council Review the Productivity Commission’s Final Report into the Nov 2020\nensure safety issues are addressed. appropriate) areas for improving the\napproval regulatory reform process and identify priority actions for ONRSR\n  Source: `corporate-plans/2020.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-Corporate-Plan-2020-2023.pdf)`\n- This goal reflects and some ALCAM data and the project is targeting a mid-2021 completion and launch\nthe important role ONRSR has to Invest in education of potential cyber risks and Dec 2019 Achieved date for stage one.\nuse the information and resources develop effective regulatory tools\nat its disposal to educate accredited 2 TOURIST AND HERITAGE SMS MODULES\nparties in relation to RSNL generally Distribute safety messages as necessary and As required Achieved (2019-2020) /\nIn response to feedback from tourist and heritage operators and, as part of broader\nand safety issues specifically. increase the use of education as a regulatory Ongoing\nstakeholder engagement, ONRSR has worked with the sector to roll out several\ntool during operator interactions\ninitiatives to support it and other smaller, less-complex, operators.\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Employee on-costs 1 97 185\nOtherl ong-termb enefit obligations\nGSTpayable 1\nFBT payable 4 7 The liability for tong service leave which is not expected to be settled within 12 months after the end of the\nTotal current payables 397 3,414 period in which employees render the related service is recognised in employee benefits and measured as the\npresent value of the expected future payments to be made in respect of services provided by employees up to\n1 Employee on-costs include payroll tax, workers compensation levies and superannuation contributions.\n  Source: `annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)`\n- [pages 1]\n[Page 1]\n2024-2027\nSTR ATEGIC DIRECTIONS\nVISION VALUES PURPOSE\nIntegrity, Respect, Independence, To enhance rail safety for the Australian community\nSafe Railways for Australia.\n  Source: `strategies/25016-ONRSR-External-Strategic-Directions-Amends-1.0.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/25016-ONRSR-External-Strategic-Directions-Amends-1.0.pdf)`\n- [Page 6]\n3.3 Strategic Directions 2024-2027\nThis strategy supports delivery of the following two strategic priorities in ONRSR’s Strategic Directions\n2024-2027:\n4 Principles\nIn conjunction with ONRSR’s organisational values (Integrity, Respect, Independence, Diligence, and\nExcellence), we apply the following principles in delivering our engagement function:\n> Transparent – we are open about the way we conduct our functions, including our engagement process,\nand our stakeholders’ roles and how their input will inform our work\n> Timely – we will communicate regularly and engage early\n> Responsive – we will respond to feedback and communicate to ‘close the loop’.\n  Source: `strategies/ONRSR-Engagement-and-Education-Strategy.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-Engagement-and-Education-Strategy.pdf)`\n- Our Vision\nSafe railways for Australia\nOur Values\nOur values guide and inform the internal culture and external business\nconduct of ONRSR.\n> Integrity\nWe have moral courage and are honest and straightforward in our\napproach.\n> Respect\nWe have respect for each other and our stakeholders.\n> Independence\nOur decision making is responsive and free from bias and influence.\n> Diligence\nWe persevere and apply ourselves in a conscientious manner.\n> Excellence\nWe are professional, high performing and strive for continuous\nimprovement.\n  Source: `corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)`\n- [Page 15]\nS T R AT E G I C D I R E C T I O N S 2 0 2 4 - 2 0 2 7\nE N S U R E O U R P E O P L E\nA R E VA L U E D, S K I L L E D\nA N D E N G AG E D\nFOCUS AREA KEY INITIATIVES 2024-2025\nFOSTER A SUPPORTIVE CULTURE 2.1 DEVELOP AND IMPLEMENT THE ONRSR\nWORKPLACE CULTURE ROAD MAP to optimise\nReinforce leadership behaviours where everyone feels\nthe ONRSR culture with an emphasis on agreed\nrespected, connected and trusted.\norganisational behaviours that support high performing\nteams and engender trust, respect and psychological\nsafety.\n  Source: `corporate-plans/2024-25.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf)`\n- [Page 3]\nCorporate Plan // 2019-2022\nC o n te n ts\nChief Executiveʼs Message 2\nAbout This Plan 4\nOur Purpose Statement 4\nOur Vision\nOur Values\nOur Governance Structure 5\nOur Relationships and Stakeholders 6\nNational Safety Priorities 7\nONRSR Rail Safety Report 8\nStatement of Intent 8\nThe ONRSR Way 8\nLast Yearʼs Performance 9\nIntegrated Risk, Planning and Reporting 9\nCorporate Goals 10\nGoal 1.\n  Source: `corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)`\n- Our Purpose Statement 5\n1.1 Our Vision 6\n1.2 Our Values 7\n1.3 Our Governance Structure 7\n1.4 Our Relationships & Stakeholders 7\n2.\n  Source: `corporate-plans/2020.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-Corporate-Plan-2020-2023.pdf)`\n- [Page 2]\nSTNETNOC\n02 10\nChief Executive’s Message ONRSR Rail Safety Report 10\nThe ONRSR Way 10\n04 Statement of Intent 10\nIntegrated Risk, Planning and Reporting 10\nLast Year's Performance 11\nAbout This Plan COVID-19 11\n05 12\nSAFE RAILWAYS FOR AUS TRALIA Our Purpose Statement Corporate Goals\n1.1 Our Vision 06 GOAL 1: Enhance our risk-based approach to\n1.2 Our Values 06 rail safety regulation 12\n1.3 Our Governance Structure 07 GOAL 2: Deliver efficient and effective safety\n1.4 Our Relationships & Stakeholders 07 regulation 13\nGOAL 3: Work with stakeholders to address\nnational rail safety issues 14\n08 GOAL 4: Invest in ONRSR’s national capability,\ngovernance and culture 15\nNational Priorities\n16\nTrack Worker Safety 08\nLevel Crossing Safety 08\nContractor Management 08\nKey Performance Indicators\nControl Assurance 09\n2021–2024 ONRSR Corporate Plan 1\n  Source: `corporate-plans/2021.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2021-2024.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py <entity>` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `corporate-plans/2019.pdf` - corporate-plans - https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf\n- `corporate-plans/2020.pdf` - corporate-plans - https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-Corporate-Plan-2020-2023.pdf\n- `corporate-plans/2021.pdf` - corporate-plans - https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2021-2024.pdf\n- `corporate-plans/2022.pdf` - corporate-plans - https://nraspricms01.blob.core.windows.net/assets/documents/Publication/2022-2025-ONRSR-Corporate-Plan.pdf\n- `corporate-plans/2024-25.pdf` - corporate-plans - https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf\n- `annual-reports/2019-20.pdf` - annual-reports - https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf\n- `strategies/25016-ONRSR-External-Strategic-Directions-Amends-1.0.pdf` - strategies - https://nraspricms01.blob.core.windows.net/assets/documents/25016-ONRSR-External-Strategic-Directions-Amends-1.0.pdf\n- `strategies/ONRSR-Engagement-and-Education-Strategy.pdf` - strategies - https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-Engagement-and-Education-Strategy.pdf\n- `pages/about.html` - pages - https://www.onrsr.com.au/about-onrsr\n- `pages/contact.html` - pages - http://www.onrsr.com.au/contact-us\n- `pages/homepage.html` - pages - http://www.onrsr.com.au/\n- `pages/news-latest.html` - pages - https://www.onrsr.com.au/industry-information/latest-news\n- `pages/priorities-index.html` - pages - https://www.onrsr.com.au/about-onrsr/what-we-do\n- `pages/priorities-index__04.html` - pages - https://www.onrsr.com.au/publications/corporate-publications/corporate-plan?token=pq-Sao4w67xGD0Kc8HjcPKbVGDzR7Z-g&x-craft-preview=dc08d4fe74349a0b3996cc998955afa65a3ef65f2243d3ae5180f85d37408a40kqaqhnapdc\n- `pages/publications-index.html` - pages - https://www.onrsr.com.au/publications\n- `pages/strategies-index.html` - pages - https://www.onrsr.com.au/industry-information/onrsr-partnership-framework\n- `pages/strategies-index__00.html` - pages - https://www.onrsr.com.au/industry-information/onrsr-partnership-framework\n- `pages/strategies-index__01.html` - pages - https://www.onrsr.com.au/publications/national-rail-safety-data\n- `pages/strategies-index__02.html` - pages - https://www.onrsr.com.au/publications/corporate-publications/onrsrs-strategic-directions\n- `pages/strategies-index__03.html` - pages - https://www.onrsr.com.au/publications/corporate-publications/engagement-and-education-strategy\n- `other-pdfs/Office-Accessibility-Adelaide.pdf` - other-pdfs - https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Office-Accessibility-Adelaide.pdf\n- `other-pdfs/Office-Accessibility-Brisbane.pdf` - other-pdfs - https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Office-Accessibility-Brisbane.pdf\n- `other-pdfs/Office-Accessibility-Hobart.pdf` - other-pdfs - https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Office-Accessibility-Hobart.pdf\n- `other-pdfs/Office-Accessibility-Melbourne.pdf` - other-pdfs - https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Office-Accessibility-Melbourne.pdf\n- `other-pdfs/Whistleblower-and-Public-Interest-Disclosures.pdf` - other-pdfs - https://nraspricms01.blob.core.windows.net/assets/documents/Policy/Whistleblower-and-Public-Interest-Disclosures.pdf\n\n## Gaps To Fix\n\n- No global comparison/case-study sources found.",
  "legislation_md": "# Office of the National Rail Safety Regulator - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:16:53.036703+00:00\n**Entity ID**: B-002135\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 25\n- Unique legislation references found: 7\n\n| Type | Count |\n|---|---:|\n| Act | 6 |\n| Regulation | 1 |\n\n## Legislation References\n\n### Rail Safety National Law (South Australia) Act 2012\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.gov.au/search?query=Rail+Safety+National+Law+%28South+Australia%29+Act+2012\n\n**Sources**:\n- `pages/about.html`\n- `annual-reports/2019-20.pages.jsonl`\n\n**Evidence contexts**:\n- Ongoing Risk Assessments - Part II\nRead more\nSafety Message: LXs and the Importance of Ongoing Risk Assessment\nRead more\nThe Office of the National Rail Safety Regulator (ONRSR) is an independent body corporate established under the\nRail Safety National Law (South Australia) Act 2012\n- with its primary objectives being to encourage and enforce safe railway operations and promote and improve national rail safety.\nWho we are\nONRSR is an independent body corporate established under the\nRail Safety National Law (South Australia) Act 2012.\nWha\n  Source: `pages/about.html`\n- Law (South Australia) Act 2012\n- with its primary objectives being to encourage and enforce safe railway operations and promote and improve national rail safety.\nWho we are\nONRSR is an independent body corporate established under the\nRail Safety National Law (South Australia) Act 2012.\nWhat we do\nONRSR has responsibility for regulatory oversight of rail safety in every Australian state and territory, to promote and improve national rail safety and ensure the safety of the community.\nOur values\nAt ONRSR, five values guide who we are and how\n  Source: `pages/about.html`\n- Fees increased from 2018-\nperformance and its cash flows for the year then ended in accordance with the Public Finance\n19 as a result of applying the fee regulation, which includes an increase annually by CPI,\nand Audit Act 1987, the Rail Safety National Law (South Australia) Act 2012 and Australian\nand receipt of prorata fees for assuming responsibility of all rail safety regulation in Accounting Standards.\nVictoria from 2 December 2019.\nThe financial report comprises :\nMajor expenditure items include employee benefits and supplies and se\n  Source: `annual-reports/2019-20.pages.jsonl`\n- for the preparation of the financial report that gives a true opinion on other information which may have been hyperlinked to/from the report.\nand fair view in accordance with provisions of the Public Finance and Audit Act 1987, the\nRail Safety National Law (South Australia) Act 2012 and the Australian Accounting I communicate with the Chief Executive about, among other matters, the planned scope and\nStandards, and for such internal control as management determines is necessary to enable the timing of the audit and significant audit findi\n  Source: `annual-reports/2019-20.pages.jsonl`\n- fraud or error.\n-\nAuditor's responsibilities for the audit of the financial report\n..Jf\"\\r \".-._-\n~\nAs required by section 31 (1 )(b) of the Public Finance and Audit Act 1987 and section 43(3) Andrew Richardson\nof the Schedule to the Rail Safety National Law (South Australia) Act 2012, I have audited the Auditor-General\n:financial report of the Office of the National Rail Safety Regulator for the financial year 25 August 2020\nended 30 June 2020.\nMy objectives are to obtain reasonable assurance about whether the financial report as a\nwhole\n  Source: `annual-reports/2019-20.pages.jsonl`\n\n### Public Finance and Audit Act 1987\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Public+Finance+and+Audit+Act+1987\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n\n**Evidence contexts**:\n- rector, Corporate.\nIt is sound financial management for ONRSR to maintain modest cash reserves for\nBasis for opinion\nworking capital, capital costs and one-off costs as ONRSR is not funded directly for\nthese costs.\nI conducted the audit in accordance with the Public Finance and Audit Act 1987 and\nAustralian Auditing Standards. My responsibilities under those standards are further\ndescribed in the 'Auditor's responsibilities for the audit of the financial report' section of my\nreport. I am independent of the Office of the National Rail Safety Regul\n  Source: `annual-reports/2019-20.pages.jsonl`\n- website nor does it provide an\nThe Chief Executive is responsible for the preparation of the financial report that gives a true opinion on other information which may have been hyperlinked to/from the report.\nand fair view in accordance with provisions of the Public Finance and Audit Act 1987, the\nRail Safety National Law (South Australia) Act 2012 and the Australian Accounting I communicate with the Chief Executive about, among other matters, the planned scope and\nStandards, and for such internal control as management determines is necessary to e\n  Source: `annual-reports/2019-20.pages.jsonl`\n- nd fair view and is free from material internal control that I identify during the audit.\nmisstatement, whether due to fraud or error.\n-\nAuditor's responsibilities for the audit of the financial report\n..Jf\"\\r \".-._-\n~\nAs required by section 31 (1 )(b) of the Public Finance and Audit Act 1987 and section 43(3) Andrew Richardson\nof the Schedule to the Rail Safety National Law (South Australia) Act 2012, I have audited the Auditor-General\n:financial report of the Office of the National Rail Safety Regulator for the financial year 25 August 2020\nende\n  Source: `annual-reports/2019-20.pages.jsonl`\n\n### Office of the National Rail Safety Regulator. The Public Finance and Audit Act 1987\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Office+of+the+National+Rail+Safety+Regulator.+The+Public+Finance+and+Audit+Act+1987\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n\n**Evidence contexts**:\n- th the Public Finance and Audit Act 1987 and\nAustralian Auditing Standards. My responsibilities under those standards are further\ndescribed in the 'Auditor's responsibilities for the audit of the financial report' section of my\nreport. I am independent of the Office of the National Rail Safety Regulator. The Public\nFinance and Audit Act 1987 establishes the independence of the Auditor-General. In\nconducting the audit, the relevant ethical requirements of APES 110 Code of Ethics for\nProfessional Accountants (including Independence Standards) have been met.\nI believe that the audit evidence obtaine\n  Source: `annual-reports/2019-20.pages.jsonl`\n\n### Rail Safety National Law (WA) Act 2015\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Rail+Safety+National+Law+%28WA%29+Act+2015\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n\n**Evidence contexts**:\n- et out in section 16 of the RSNL which states:\ncorporate established under the Rail Safety National Law (RSNL), a Schedule to the\nF U N C T I O N S 16 (1) ONRSR consists of—\nRail Safety National Law (South Australia) Act 2012 and the Rail Safety National Law\n(WA) Act 2015. (a) a person appointed by the South Australian Minister acting on the unanimous\nrecommendation of the responsible Ministers as the National Rail Safety\nRegulator (the Regulator); and\n(b) 2 non-executive members (full-time or part-time) as are appointed by th\n  Source: `annual-reports/2019-20.pages.jsonl`\n\n### Safety Regulation The NSW Rail Safety (Adoption of National Law) Regulation 2018\n\n**Type**: Regulation\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Safety+Regulation+The+NSW+Rail+Safety+%28Adoption+of+National+Law%29+Regulation+2018\n\n**Sources**:\n- `pages/news-latest.html`\n\n**Evidence contexts**:\n- SR has commenced its first prosecution against a rail safety worker for attempting to provide synthetic urine when directed to provide a sample for routine drug and alcohol testing.\nFriday, June 17, 2022\nUpdated NSW Rail Safety Regulation\nThe NSW\nRail Safety (Adoption of National Law) Regulation 2018\nis being amended.\nThursday, March 24, 2022\nNational Priorities review\nEvery two years ONRSR reviews its national priorities, those areas of regulatory focus that apply to multiple jurisdictions and operators and warrant a sustained period of regulatory attent\n  Source: `pages/news-latest.html`\n\n### CPI, and Audit Act 1987\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=CPI%2C+and+Audit+Act+1987\n\n**Sources**:\n- `annual-reports/2019-20.pages.jsonl`\n\n**Evidence contexts**:\n- ajor income item was fees and charges ($40.2 million). Fees increased from 2018-\nperformance and its cash flows for the year then ended in accordance with the Public Finance\n19 as a result of applying the fee regulation, which includes an increase annually by CPI,\nand Audit Act 1987, the Rail Safety National Law (South Australia) Act 2012 and Australian\nand receipt of prorata fees for assuming responsibility of all rail safety regulation in Accounting Standards.\nVictoria from 2 December 2019.\nThe financial report comprises :\nMajor expend\n  Source: `annual-reports/2019-20.pages.jsonl`\n\n### Public Interest Disclosure Act 2018\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Public+Interest+Disclosure+Act+2018\n\n**Sources**:\n- `other-pdfs/Whistleblower-and-Public-Interest-Disclosures.pages.jsonl`\n\n**Evidence contexts**:\n- ding spouses and family members) may make\na protected disclosure relating to ONRSR’s administration.\nThe disclosure may be protected as a whistleblower under the Corporations Act 2001 or as a person or\npublic officer making an appropriate disclosure under the Public Interest Disclosure Act 2018 (South\nAustralia). While you must hold or have held certain roles to access the protections, you can also raise\nyour concerns anonymously.\n3 What can I report and be protected?\nThe legislation requires that you have reasonable grounds to suspect that the info\n  Source: `other-pdfs/Whistleblower-and-Public-Interest-Disclosures.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/contact.html` (page)\n- `pages/homepage.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/priorities-index.html` (page)\n- `pages/priorities-index__04.html` (page)\n- `pages/publications-index.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__00.html` (page)\n- `pages/strategies-index__01.html` (page)\n- `pages/strategies-index__02.html` (page)\n- `pages/strategies-index__03.html` (page)\n- `annual-reports/2019-20.pages.jsonl` (pdf_pages)\n- `corporate-plans/2019.pages.jsonl` (pdf_pages)\n- `corporate-plans/2020.pages.jsonl` (pdf_pages)\n- `corporate-plans/2021.pages.jsonl` (pdf_pages)\n- `corporate-plans/2022.pages.jsonl` (pdf_pages)\n- `corporate-plans/2024-25.pages.jsonl` (pdf_pages)\n- `other-pdfs/Office-Accessibility-Adelaide.pages.jsonl` (pdf_pages)\n- `other-pdfs/Office-Accessibility-Brisbane.pages.jsonl` (pdf_pages)\n- `other-pdfs/Office-Accessibility-Hobart.pages.jsonl` (pdf_pages)\n- `other-pdfs/Office-Accessibility-Melbourne.pages.jsonl` (pdf_pages)\n- `other-pdfs/Whistleblower-and-Public-Interest-Disclosures.pages.jsonl` (pdf_pages)\n- `strategies/25016-ONRSR-External-Strategic-Directions-Amends-1.0.pages.jsonl` (pdf_pages)\n- `strategies/ONRSR-Engagement-and-Education-Strategy.pages.jsonl` (pdf_pages)",
  "global_initiatives_md": null,
  "strategy": {
    "reporting_period": "2019-2020",
    "corporate_plan_period": "2024-2025",
    "vision": "Safe Railways for Australia. [CP p.5]",
    "vision_source_page": 5,
    "purposes": "To enhance rail safety for the Australian community through targeted, risk-based regulation and by proactively sharing insights and information arising from our work. [CP p.5]",
    "purposes_source_page": 5,
    "how_we_deliver": "By leveraging data and intelligence to enhance our approach to risk-based regulation, ensuring our people are valued, skilled and engaged, cultivating strong and collaborative relationships with key stakeholders, positioning ONRSR as a future-focused and sustainable regulator, and influencing safety practices and building safety knowledge among rail transport operators. [CP p.13]",
    "how_we_deliver_source_page": 13,
    "government_priorities": [
      {
        "text": "Leverage data and intelligence to enhance our approach to risk-based regulation",
        "source_page": 12
      },
      {
        "text": "Ensure our people are valued, skilled and engaged",
        "source_page": 13
      },
      {
        "text": "Cultivate strong and collaborative relationships with key stakeholders",
        "source_page": 14
      },
      {
        "text": "Position ONRSR as a future-focused and sustainable regulator",
        "source_page": 16
      },
      {
        "text": "Influence safety practices and build safety knowledge among rail transport operators",
        "source_page": 17
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Enhanced risk-based approach to rail safety regulation",
        "description": "Refine the ONRSR risk model and supporting decision tools to better target our resources to deliver the greatest safety improvement impact.",
        "key_activities": [
          "Refine the ONRSR risk model and supporting decision tools",
          "Deliver a revised national work program",
          "Revise the annual safety report",
          "Develop a data and analytics strategy",
          "Enhanced investigation strategy"
        ],
        "source_page": 12
      },
      {
        "name": "Outcome 2: Engaged and skilled workforce",
        "description": "Reinforce leadership behaviours where everyone feels respected, connected and trusted.",
        "key_activities": [
          "Develop and implement the ONRSR workplace culture roadmap",
          "Implement the ONRSR leadership excellence strategy",
          "Conduct a culture pulse check",
          "Extend the ONRSR capability framework",
          "Refresh the ONRSR way"
        ],
        "source_page": 13
      },
      {
        "name": "Outcome 3: Effective stakeholder relationships",
        "description": "Develop an ONRSR engagement and education strategy to outline the approach to engage duty holders and key rail safety stakeholders.",
        "key_activities": [
          "Develop an ONRSR engagement and education strategy",
          "Review ONRSR’s stakeholders",
          "Establish collaboration partnerships with key industry stakeholders",
          "Implement the RSNL review recommendations"
        ],
        "source_page": 14
      },
      {
        "name": "Outcome 4: Efficient and effective regulator",
        "description": "Deliver a revised cost recovery model.",
        "key_activities": [
          "Deliver a revised cost recovery model",
          "Develop KPIs to demonstrate ONRSR is an effective and efficient regulator",
          "Deliver an IT remediation program",
          "Deliver a new governance framework",
          "Review regulatory tools, future skill sets and processes"
        ],
        "source_page": 16
      },
      {
        "name": "Outcome 5: Safety leadership",
        "description": "Establish an annual education and engagement (safety promotion) program, along with an appropriate evaluation framework, to encourage and support the rail industry to achieve safety improvements.",
        "key_activities": [
          "Establish an annual education and engagement (safety promotion) program",
          "Develop ONRSR safety strategy",
          "Share safety lessons, case studies and better practices"
        ],
        "source_page": 17
      }
    ],
    "values": [
      "Integrity",
      "Respect",
      "Independence",
      "Diligence",
      "Excellence"
    ],
    "values_framework_name": "APS Values",
    "kpi_targets_2025_26": [
      {
        "code": "CCE01",
        "measure": "National rate of key occurrence category incidents",
        "target": "Decrease (3 yr. trend)",
        "source_page": null
      },
      {
        "code": "CCE02",
        "measure": "Number of drug and alcohol tests and % positive",
        "target": "0% drug, 0% alcohol",
        "source_page": null
      },
      {
        "code": "CCE03",
        "measure": "% of set minimum interaction levels achieved in previous calendar year",
        "target": "100%",
        "source_page": null
      },
      {
        "code": "CCE04",
        "measure": "% of preliminary audit reports issued within four weeks of an audit",
        "target": "90%",
        "source_page": null
      },
      {
        "code": "CCE05",
        "measure": "% of inspection reports issued within four weeks of an inspection",
        "target": "90%",
        "source_page": null
      },
      {
        "code": "CCE06",
        "measure": "% adoption of ONRSR’s major project guidance",
        "target": "100%",
        "source_page": null
      },
      {
        "code": "CCE07",
        "measure": "% annual voluntary staff turnover",
        "target": "10-15%",
        "source_page": null
      },
      {
        "code": "CCE08",
        "measure": "% of payroll invested in training and development",
        "target": "1-2%",
        "source_page": null
      },
      {
        "code": "CCE09",
        "measure": "Annual lost time injury frequency rate (LTIFR)",
        "target": "0",
        "source_page": null
      }
    ],
    "kpi_results_2024_25": [
      {
        "code": "CCE01",
        "measure": "National rate of key occurrence category incidents",
        "result": "0.58",
        "status": "Achieved",
        "source_page": null
      },
      {
        "code": "CCE02",
        "measure": "Number of drug and alcohol tests and % positive",
        "result": "0% drug, 0.263% alcohol",
        "status": "Achieved",
        "source_page": null
      },
      {
        "code": "CCE03",
        "measure": "% of set minimum interaction levels achieved in previous calendar year",
        "result": "100%",
        "status": "Achieved",
        "source_page": null
      },
      {
        "code": "CCE04",
        "measure": "% of preliminary audit reports issued within four weeks of an audit",
        "result": "87%",
        "status": "Achieved",
        "source_page": null
      },
      {
        "code": "CCE05",
        "measure": "% of inspection reports issued within four weeks of an inspection",
        "result": "94.5%",
        "status": "Achieved",
        "source_page": null
      },
      {
        "code": "CCE06",
        "measure": "% adoption of ONRSR’s major project guidance",
        "result": "91%",
        "status": "Achieved",
        "source_page": null
      },
      {
        "code": "CCE07",
        "measure": "% annual voluntary staff turnover",
        "result": "7.2%",
        "status": "Achieved",
        "source_page": null
      },
      {
        "code": "CCE08",
        "measure": "% of payroll invested in training and development",
        "result": "1.26%",
        "status": "Achieved",
        "source_page": null
      },
      {
        "code": "CCE09",
        "measure": "Annual lost time injury frequency rate (LTIFR)",
        "result": "9.58%",
        "status": "Not Achieved",
        "source_page": null
      }
    ],
    "_source_urls": {
      "annual_report_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf",
      "corporate_plan_url": "https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf"
    }
  },
  "ideas": [
    {
      "entity_id": "B-002135",
      "entity_name": "Office of the National Rail Safety Regulator",
      "folder_name": "Office-of-the-National-Rail-Safety-Regulator",
      "category": "Risk & Assurance",
      "scale": "small",
      "title": "Recommendation tracker for audits, reviews, and inquiries",
      "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.",
      "quote": "[Page 14]\nS T R AT E G I C D I R E C T I O N S 2 0 2 4 - 2 0 2 7\nL E V E R AG E DATA A N D\nI N T E L L I G E N C E TO E N H A N C E\nO U R A P P R OAC H TO R I S K- BAS E D\nR E G U L AT I O N\nFOCUS AREA KEY INITIATIVES 2024-2025\nREFINE RISK-BASED APPROACH 1.1 REFINE THE ONRSR RISK MODEL AND\nSUPPORTING DECISION TOOLS TO\nRefine our national approach to risk-based regulation to\nbetter target our resources to deliver the greatest safety DETERMINE:\nimprovement impact. a) risks and risk profiles at the operator, sector and\nindustry level;\nb) the mix of regulatory activities to;\ni) allocate resources to regulatory activities; and\nii) establish and address safety issues and priorities.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "corporate-plans/2024-25.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-002135",
      "entity_name": "Office of the National Rail Safety Regulator",
      "folder_name": "Office-of-the-National-Rail-Safety-Regulator",
      "category": "Risk & Assurance",
      "scale": "large",
      "title": "Integrated assurance and lessons-learned system",
      "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.",
      "quote": "[Page 14]\nS T R AT E G I C D I R E C T I O N S 2 0 2 4 - 2 0 2 7\nL E V E R AG E DATA A N D\nI N T E L L I G E N C E TO E N H A N C E\nO U R A P P R OAC H TO R I S K- BAS E D\nR E G U L AT I O N\nFOCUS AREA KEY INITIATIVES 2024-2025\nREFINE RISK-BASED APPROACH 1.1 REFINE THE ONRSR RISK MODEL AND\nSUPPORTING DECISION TOOLS TO\nRefine our national approach to risk-based regulation to\nbetter target our resources to deliver the greatest safety DETERMINE:\nimprovement impact. a) risks and risk profiles at the operator, sector and\nindustry level;\nb) the mix of regulatory activities to;\ni) allocate resources to regulatory activities; and\nii) establish and address safety issues and priorities.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "corporate-plans/2024-25.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/24047-ONRSR-Corporate-Plan-FA-3-web.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-002135",
      "entity_name": "Office of the National Rail Safety Regulator",
      "folder_name": "Office-of-the-National-Rail-Safety-Regulator",
      "category": "Regulation & Policy",
      "scale": "small",
      "title": "Regulatory burden scan for forms, guidance, and reporting",
      "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.",
      "quote": "[Page 13]\n# 1\nEnhance our\nrisk-based\napproach to\nrail safety\nregulation\nGuided by a comprehensive risk- STRATEGIES WHEN\nbased regulatory framework, ONRSR\nwill deliver an annual national work\nProgress the National Rail Safety Data Strategy Action Plan 2019 – 2022\nprogram, work with proponents of\nmajor rail projects to ensure safety\nDevelop a national cost recovery model based on regulatory Dec 2020\nissues are addressed and undertake\neffort and risk\ncompliance activities associated with\nnational safety priorities.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-002135",
      "entity_name": "Office of the National Rail Safety Regulator",
      "folder_name": "Office-of-the-National-Rail-Safety-Regulator",
      "category": "Regulation & Policy",
      "scale": "large",
      "title": "Adaptive regulation program with live feedback loops",
      "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.",
      "quote": "[Page 13]\n# 1\nEnhance our\nrisk-based\napproach to\nrail safety\nregulation\nGuided by a comprehensive risk- STRATEGIES WHEN\nbased regulatory framework, ONRSR\nwill deliver an annual national work\nProgress the National Rail Safety Data Strategy Action Plan 2019 – 2022\nprogram, work with proponents of\nmajor rail projects to ensure safety\nDevelop a national cost recovery model based on regulatory Dec 2020\nissues are addressed and undertake\neffort and risk\ncompliance activities associated with\nnational safety priorities.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "corporate-plans/2019.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/Corporate-Plan-2019-2022.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-002135",
      "entity_name": "Office of the National Rail Safety Regulator",
      "folder_name": "Office-of-the-National-Rail-Safety-Regulator",
      "category": "Data & Performance",
      "scale": "small",
      "title": "KPI evidence register with named owners",
      "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.",
      "quote": "5 Running line derailments, running line collisions between trains and with rolling stock, and SPADs (A1) involving T&H trains per one hundred thousand T&H train km\n2 The KPI measure was set in 2018, which shortened the existing ONRSR audit preliminary report production period, with the KPI target set as an aspirational target to\n6 Occurrences involving RRVs per million maintenance vehicle km\ndrive efficiency.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-002135",
      "entity_name": "Office of the National Rail Safety Regulator",
      "folder_name": "Office-of-the-National-Rail-Safety-Regulator",
      "category": "Data & Performance",
      "scale": "large",
      "title": "Outcome dashboard linking budget, delivery, and public impact",
      "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.",
      "quote": "5 Running line derailments, running line collisions between trains and with rolling stock, and SPADs (A1) involving T&H trains per one hundred thousand T&H train km\n2 The KPI measure was set in 2018, which shortened the existing ONRSR audit preliminary report production period, with the KPI target set as an aspirational target to\n6 Occurrences involving RRVs per million maintenance vehicle km\ndrive efficiency.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-002135",
      "entity_name": "Office of the National Rail Safety Regulator",
      "folder_name": "Office-of-the-National-Rail-Safety-Regulator",
      "category": "Citizen Participation",
      "scale": "small",
      "title": "Consultation feedback summaries with response tracking",
      "idea": "Summarise consultation submissions by theme and publish what changed in response.",
      "quote": "Review the recommendations and findings of Dec 2019 Achieved\nThe second relates to our efforts to the second ONRSR Stakeholder Survey 2 RESPONSE TO ONRSR STAKEHOLDER SURVEY II\nconstantly improve the quality and\nIn the second half of the 2019–2020 financial year, ONRSR reviewed the feedback\nefficiency of our regulatory interactions Work with government to remove the service Dec 2019 Achieved\nfrom more than 50% of accredited operators and a range of additional industry and\nincluding our requests for, and level agreement in Victoria\ngovernment stakeholders who participated in the 2019 survey.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / stakeholders / policy teams",
      "source": "annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "B-002135",
      "entity_name": "Office of the National Rail Safety Regulator",
      "folder_name": "Office-of-the-National-Rail-Safety-Regulator",
      "category": "Citizen Participation",
      "scale": "large",
      "title": "Always-on policy participation platform",
      "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.",
      "quote": "Review the recommendations and findings of Dec 2019 Achieved\nThe second relates to our efforts to the second ONRSR Stakeholder Survey 2 RESPONSE TO ONRSR STAKEHOLDER SURVEY II\nconstantly improve the quality and\nIn the second half of the 2019–2020 financial year, ONRSR reviewed the feedback\nefficiency of our regulatory interactions Work with government to remove the service Dec 2019 Achieved\nfrom more than 50% of accredited operators and a range of additional industry and\nincluding our requests for, and level agreement in Victoria\ngovernment stakeholders who participated in the 2019 survey.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / stakeholders / policy teams",
      "source": "annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
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      "entity_name": "Office of the National Rail Safety Regulator",
      "folder_name": "Office-of-the-National-Rail-Safety-Regulator",
      "category": "Procurement & Delivery",
      "scale": "small",
      "title": "Procurement lessons library for repeat purchases",
      "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.",
      "quote": "Monday, July 19, 2021\nContractor management update - July 2021\nThe contractor management national priority has been scoped to include a 4-phase approach\nFriday, June 25, 2021\nSafety Alert issued: Review of long end leading operations\nONRSR has today issued a new\nSafety Alert\nadvising rail transport operators to review the risks associated with\n‘long end leading’\nlocomotive operations.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "pages/news-latest.html (https://www.onrsr.com.au/industry-information/latest-news)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
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      "category": "Procurement & Delivery",
      "scale": "large",
      "title": "Portfolio delivery office for major investments",
      "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.",
      "quote": "Monday, July 19, 2021\nContractor management update - July 2021\nThe contractor management national priority has been scoped to include a 4-phase approach\nFriday, June 25, 2021\nSafety Alert issued: Review of long end leading operations\nONRSR has today issued a new\nSafety Alert\nadvising rail transport operators to review the risks associated with\n‘long end leading’\nlocomotive operations.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Delivery teams / suppliers",
      "source": "pages/news-latest.html (https://www.onrsr.com.au/industry-information/latest-news)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
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        "Change fatigue",
        "Unclear accountability"
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    {
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      "category": "Staff Productivity",
      "scale": "small",
      "title": "Reusable briefing and summary assistant for internal documents",
      "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.",
      "quote": "Participants\nfederal Ministers for Transport and Infrastructure. include senior representatives from the rail industry and the Rail Tram and\nBus Union.\n> Transport and Infrastructure Senior Officials’ Committee, an executive officer-\nlevel committee supporting the Transport and Infrastructure Council through advice > Senior Government Policy Group comprising senior commonwealth, state\nand coordination of briefings. and territory government personnel, including the NTC, discussing policy\nand legislative reform.\n> National Transport Commission (NTC), an inter-governmental agency ONRSR\nworks with to facilitate enhancements to Rail Safety National Law. > National Operations Forum which allows multi-jurisdictional operators\nto discuss safety issues and consistency of application with senior ONRSR",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)",
      "implementation": [
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        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
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        "Change fatigue",
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      "title": "Department-wide knowledge and briefing platform",
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      "quote": "Participants\nfederal Ministers for Transport and Infrastructure. include senior representatives from the rail industry and the Rail Tram and\nBus Union.\n> Transport and Infrastructure Senior Officials’ Committee, an executive officer-\nlevel committee supporting the Transport and Infrastructure Council through advice > Senior Government Policy Group comprising senior commonwealth, state\nand coordination of briefings. and territory government personnel, including the NTC, discussing policy\nand legislative reform.\n> National Transport Commission (NTC), an inter-governmental agency ONRSR\nworks with to facilitate enhancements to Rail Safety National Law. > National Operations Forum which allows multi-jurisdictional operators\nto discuss safety issues and consistency of application with senior ONRSR",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "annual-reports/2019-20.pdf (https://nraspricms01.blob.core.windows.net/assets/documents/Publication/ONRSR-2019-2020-Annual-Report-web-version.pdf)",
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