{ "entity_id": "O-000920", "folder": "Outback-Stores-Pty-Ltd", "name": "Outback Stores Pty Ltd", "type": "Commonwealth Company", "jurisdiction": "Commonwealth", "portfolio": "Prime Minister and Cabinet", "website": "http://www.outbackstores.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": true, "has_global_initiatives_text": true, "has_ideas": true, "has_artifacts": true, "n_ideas": 8, "n_legislation": 8, "n_artifacts": 7, "n_kpi_targets": 9, "n_kpi_results": 9, "n_outcomes": 2, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "To be a sustainable business that makes a positive difference in the health, employment and economy of remote Indigenous communities by improving food affordability and availability, nutrition and community services. [CP p.6]", "official_site_url": "http://www.outbackstores.com.au", "source_documents": [ { "type": "annual_report", "title": "2024-25 Annual Report", "url": "https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf", "period": "2024-25", "confidence": "high" }, { "type": "corporate_plan", "title": "Corporate Plan", "url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "period": "2025", "confidence": "high" } ], "purpose": { "text": "To be a sustainable business that makes a positive difference in the health, employment and economy of remote Indigenous communities by improving food affordability and availability, nutrition and community services. [CP p.6]", "source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "source_page": null, "source_deep_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf" }, "vision": { "text": "To be a sustainable business that makes a positive difference in the health, employment and economy of remote Indigenous communities by improving food affordability and availability, nutrition and community services. [AR p.3]", "source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "source_page": null, "source_deep_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf" }, "strategic_priorities": [ { "title": "Close the gap in life expectancy within a generation [CP p.42]", "description": "Close the gap in life expectancy within a generation [CP p.42]", "source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "source_page": 42, "source_deep_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=42" }, { "title": "Halve the gap in mortality rates for Indigenous children under five within a decade [CP p.42]", "description": "Halve the gap in mortality rates for Indigenous children under five within a decade [CP p.42]", "source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "source_page": 42, "source_deep_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=42" }, { "title": "Close the gap in education outcomes [CP p.42]", "description": "Close the gap in education outcomes [CP p.42]", "source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "source_page": 42, "source_deep_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=42" } ], "values": [ { "name": "INTEGRITY", "description": "", "source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "source_page": null }, { "name": "EMPOWERMENT", "description": "", "source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "source_page": null }, { "name": "RESPECT", "description": "", "source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "source_page": null }, { "name": "EXCELLENCE", "description": "", "source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "source_page": null }, { "name": "COLLABORATION", "description": "", "source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "source_page": null } ], "outcomes": [ { "name": "Health and Nutrition", "description": "Promoting positive health and nutrition outcomes has been a top priority for Outback Stores since inception. We have consistently encouraged healthier purchasing choices through active nutrition promotion and affordable pricing—while respecting and preserving customer choice. Our impact is evident in the measurable shift in purchasing behaviour: a reduction in sales of sugary drinks and tobacco, and an increase in purchases of water, fresh fruit, and vegetables. [CP p.8]", "activities": [ "Promoting healthy lifestyle choices", "Improving the affordability of nutritious food", "Affordable pricing while respecting customer choice" ], "source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "source_page": 8, "source_deep_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=8" }, { "name": "Meaningful Employment", "description": "Outback Stores continues to encourage career progression and develop pathways to management, with 30 employees successfully completing a nationally accredited retail qualification. As a Registered Training Organisation (RTO), Outback Stores continues to encourage career progression and develop pathways to management, with 30 employees successfully completing a nationally accredited retail qualification. [CP p.8]", "activities": [ "Career progression and management development", "Nationally accredited retail qualifications" ], "source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "source_page": 8, "source_deep_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=8" } ], "performance_measures": [ { "code": "CCE01", "measure": "Safety, Rehabilitation and Compensation Act 1988", "target": "100% completion rate.", "latest_result": "100% completion rate.", "status": "Achieved", "target_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "target_source_page": 24, "result_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf", "result_source_page": 24 }, { "code": "CCE02", "measure": "Reduce the comparative purchase of full sugar soft drinks in community stores.", "target": "2.5% annual reduction.", "latest_result": "2.74% reduction.", "status": "Achieved", "target_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "target_source_page": 24, "result_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf", "result_source_page": 24 }, { "code": "CCE03", "measure": "Increase the comparative sales of fresh produce in community stores.", "target": "2.5% annual increase.", "latest_result": "26% increase.", "status": "Achieved", "target_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "target_source_page": 24, "result_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf", "result_source_page": 24 }, { "code": "CCE04", "measure": "Ensure stores meet or exceed their financial targets, including sales, expenses, and profitability.", "target": "85% of the stores.", "latest_result": "85% of the stores.", "status": "Achieved", "target_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "target_source_page": 24, "result_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf", "result_source_page": 24 }, { "code": "CCE05", "measure": "Engage and assist new remote communities in retail management.", "target": "3 new Stores annually.", "latest_result": "3 new Stores.", "status": "Achieved", "target_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "target_source_page": 24, "result_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf", "result_source_page": 24 }, { "code": "CCE06", "measure": "Maintain food security in remote communities by assisting non-viable stores.", "target": "N/A", "latest_result": "N/A", "status": "N/A", "target_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "target_source_page": 24, "result_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf", "result_source_page": 24 }, { "code": "CCE07", "measure": "Deliver budgeted financial outcomes.", "target": "Exceed/meet operating budget.", "latest_result": "Exceed/meet operating budget.", "status": "Achieved", "target_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "target_source_page": 24, "result_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf", "result_source_page": 24 }, { "code": "CCE08", "measure": "Increase the comparative completion rate of certified retail training for Indigenous employees.", "target": "10% annual increase.", "latest_result": "33 nationally accredited Certificates.", "status": "Achieved", "target_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "target_source_page": 24, "result_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf", "result_source_page": 24 }, { "code": "CCE09", "measure": "Promote Local Employment and Job Creation.", "target": "85% of the total staffing.", "latest_result": "85% of the total staffing.", "status": "Achieved", "target_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf", "target_source_page": 24, "result_source_url": "https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf", "result_source_page": 24 } ], "document_alignment_terms": { "must_support": [ "To be a sustainable business that makes a positive difference in the health, employment and economy of remote Indigenous communities by improving food affordability and availabilit", "To be a sustainable business that makes a positive difference in the health, employment and economy of remote Indigenous communities by improving food affordability and availabilit", "Close the gap in life expectancy within a generation [CP p.42]", "Halve the gap in mortality rates for Indigenous children under five within a decade [CP p.42]", "Close the gap in education outcomes [CP p.42]" ], "watch_terms": [ "Safety, Rehabilitation and Compensation Act 1988", "Reduce the comparative purchase of full sugar soft drinks in community stores.", "Increase the comparative sales of fresh produce in community stores.", "Ensure stores meet or exceed their financial targets, including sales, expenses, and profitability.", "Engage and assist new remote communities in retail management.", "Maintain food security in remote communities by assisting non-viable stores.", "Deliver budgeted financial outcomes.", "Increase the comparative completion rate of certified retail training for Indigenous employees.", "Promote Local Employment and Job Creation." ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Outback Stores Pty Ltd — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2026-2029\n**Annual Report**: [2024-25](https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)\n**Corporate Plan**: [2026-2029](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)\n\n## Vision\n\n> To be a sustainable business that makes a positive difference in the health, employment and economy of remote Indigenous communities by improving food affordability and availability, nutrition and community services. [AR p.3](https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=3)\n\n## Our purpose / purposes\n\n> To be a sustainable business that makes a positive difference in the health, employment and economy of remote Indigenous communities by improving food affordability and availability, nutrition and community services. [CP p.6](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=6)\n\n## How we deliver\n\n> Outback Stores provides retail store management and support services on a transparent fee for service basis to Indigenous-owned community stores, ensuring food security is maintained for the aligned communities. [CP p.8](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=8)\n\n## Government priorities for this department\n\n- Close the gap in life expectancy within a generation [CP p.42](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=42) [[CP p.42](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=42)(https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=42)]\n- Halve the gap in mortality rates for Indigenous children under five within a decade [CP p.42](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=42) [[CP p.42](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=42)(https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=42)]\n- Close the gap in education outcomes [CP p.42](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=42) [[CP p.42](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=42)(https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=42)]\n\n## Outcomes\n\n### Health and Nutrition\nPromoting positive health and nutrition outcomes has been a top priority for Outback Stores since inception. We have consistently encouraged healthier purchasing choices through active nutrition promotion and affordable pricing—while respecting and preserving customer choice. Our impact is evident in the measurable shift in purchasing behaviour: a reduction in sales of sugary drinks and tobacco, and an increase in purchases of water, fresh fruit, and vegetables. [CP p.8](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=8) [[CP p.8](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=8)(https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=8)]\n\n**Key activities:**\n- Promoting healthy lifestyle choices\n- Improving the affordability of nutritious food\n- Affordable pricing while respecting customer choice\n\n### Meaningful Employment\nOutback Stores continues to encourage career progression and develop pathways to management, with 30 employees successfully completing a nationally accredited retail qualification. As a Registered Training Organisation (RTO), Outback Stores continues to encourage career progression and develop pathways to management, with 30 employees successfully completing a nationally accredited retail qualification. [CP p.8](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=8) [[CP p.8](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=8)(https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=8)]\n\n**Key activities:**\n- Career progression and management development\n- Nationally accredited retail qualifications\n\n## Values and principles\n\n_APS Values_\n\n- INTEGRITY\n- EMPOWERMENT\n- RESPECT\n- EXCELLENCE\n- COLLABORATION\n\n## What they will measure themselves on this year (targets from 2026-2029 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Safety, Rehabilitation and Compensation Act 1988 | 100% completion rate. | [CP p.24](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24) |\n| CCE02 | Reduce the comparative purchase of full sugar soft drinks in community stores. | 2.5% annual reduction. | [CP p.24](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24) |\n| CCE03 | Increase the comparative sales of fresh produce in community stores. | 2.5% annual increase. | [CP p.24](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24) |\n| CCE04 | Ensure stores meet or exceed their financial targets, including sales, expenses, and profitability. | 85% of the stores. | [CP p.24](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24) |\n| CCE05 | Engage and assist new remote communities in retail management. | 3 new Stores annually. | [CP p.24](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24) |\n| CCE06 | Maintain food security in remote communities by assisting non-viable stores. | N/A | [CP p.24](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24) |\n| CCE07 | Deliver budgeted financial outcomes. | Exceed/meet operating budget. | [CP p.24](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24) |\n| CCE08 | Increase the comparative completion rate of certified retail training for Indigenous employees. | 10% annual increase. | [CP p.24](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24) |\n| CCE09 | Promote Local Employment and Job Creation. | 85% of the total staffing. | [CP p.24](https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf#page=24) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Safety, Rehabilitation and Compensation Act 1988 | 100% completion rate. | Achieved | [AR p.24](https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24) |\n| CCE02 | Reduce the comparative purchase of full sugar soft drinks in community stores. | 2.74% reduction. | Achieved | [AR p.24](https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24) |\n| CCE03 | Increase the comparative sales of fresh produce in community stores. | 26% increase. | Achieved | [AR p.24](https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24) |\n| CCE04 | Ensure stores meet or exceed their financial targets, including sales, expenses, and profitability. | 85% of the stores. | Achieved | [AR p.24](https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24) |\n| CCE05 | Engage and assist new remote communities in retail management. | 3 new Stores. | Achieved | [AR p.24](https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24) |\n| CCE06 | Maintain food security in remote communities by assisting non-viable stores. | N/A | N/A | [AR p.24](https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24) |\n| CCE07 | Deliver budgeted financial outcomes. | Exceed/meet operating budget. | Achieved | [AR p.24](https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24) |\n| CCE08 | Increase the comparative completion rate of certified retail training for Indigenous employees. | 33 nationally accredited Certificates. | Achieved | [AR p.24](https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24) |\n| CCE09 | Promote Local Employment and Job Creation. | 85% of the total staffing. | Achieved | [AR p.24](https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24)(https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf#page=24) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Outback Stores Pty Ltd - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:50:58.581592+00:00\n**Entity ID**: O-000920\n**Entity type**: Commonwealth Company\n**Jurisdiction**: Commonwealth\n**Portfolio**: Prime Minister and Cabinet\n**Website**: http://www.outbackstores.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 | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 3 |\n| pages | 5 |\n\n## Executive Readout\n\n### Purpose\n\n- We are ethical in everything we do and people trust us to deliver on our promises\nEMPOWERMENT\nWe provide the tools for communities and employees to achieve their own goals\nIn November 2026 Outback\nStores will celebrate its\nRESPECT\n20th anniversary\nWe show respect for all and treat others with dignity, valuing their views and cultures\nEXCELLENCE\nWhat we do, we do to the best standards possible\nCOLLABORATION\nWe work with our customers, employees and stakeholders to achieve our aligned purpose\n6 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 7\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- To maximise the ability of staff to contribute to organisational objectives, Outback Stores seeks to:\n• provide clear and obtainable career pathways for aspiring staff\n• retain and develop its workforce\n• attract skilled staff, whose values align with the company’s objectives\n14 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 15\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- Within an Enterprise Risk Management (ERM) framework, the following provides a high-level overview of\nthe roles and responsibilities relating to risk management within Outback Stores:\n• Outback Stores board - Overall responsibility for risk management\n• Audit and Risk Committee (ARC) - Provide independent advice to the board on risk management\n• CEO - Compliance with Outback Stores Risk Management Policy and Outback Stores Risk\nManagement Plan\n• CFO - Monitoring of compliance with the risk framework and process\n• All Outback Stores staff - Active management of risk in accordance with Outback Stores Risk\nManagement Policy and Risk Management Plan\nSENIOR LEADERSHIP TEAM AUDIT AND RISK COMMITTEE BOARD\nRisk identification and documentation Annual reassessment Annual reporting from ARC\nMonitoring, review and report on\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [pages 9,10,11,12]\ntores Risk\nManagement Plan\n• CFO - Monitoring of compliance with the risk framework and process\n• All Outback Stores staff - Active management of risk in accordance with Outback Stores Risk\nManagement Policy and Risk Management Plan\nSENIOR LEADERSHIP TEAM AUDIT AND RISK COMMITTEE BOARD\nRisk identification and documentation Annual reassessment Annual reporting from ARC\nMonitoring, review and report on\nregister (including identification of Quartely review at ARC meetings Quartely reporting from ARC\nemergency risks)\nOutcomes of risk identification to\nQuartely review and monitoring of\ninform inputs to internal audit and Quartely monitoring from ARC\ninternal audit plan and reports\ncompliance activities\n16 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 17\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n\n### Role and Functions\n\n- We are ethical in everything we do and people trust us to deliver on our promises\nEMPOWERMENT\nWe provide the tools for communities and employees to achieve their own goals\nIn November 2026 Outback\nStores will celebrate its\nRESPECT\n20th anniversary\nWe show respect for all and treat others with dignity, valuing their views and cultures\nEXCELLENCE\nWhat we do, we do to the best standards possible\nCOLLABORATION\nWe work with our customers, employees and stakeholders to achieve our aligned purpose\n6 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 7\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- Within an Enterprise Risk Management (ERM) framework, the following provides a high-level overview of\nthe roles and responsibilities relating to risk management within Outback Stores:\n• Outback Stores board - Overall responsibility for risk management\n• Audit and Risk Committee (ARC) - Provide independent advice to the board on risk management\n• CEO - Compliance with Outback Stores Risk Management Policy and Outback Stores Risk\nManagement Plan\n• CFO - Monitoring of compliance with the risk framework and process\n• All Outback Stores staff - Active management of risk in accordance with Outback Stores Risk\nManagement Policy and Risk Management Plan\nSENIOR LEADERSHIP TEAM AUDIT AND RISK COMMITTEE BOARD\nRisk identification and documentation Annual reassessment Annual reporting from ARC\nMonitoring, review and report on\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- Developing strategies with\ncontrolled entities. uploads/2025/03/25.03.07-OBS-Audit-\nrenewal process, Outback Stores management on:\nand-Risk-Committee-Charter.pdf\nreviewed its insurance coverage in\nThe functions of the committee include:\n2024-25 financial year to ensure it i.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- [Page 55]\nOutback Stores Pty Ltd Outback Stores Pty Ltd\nNotes to and forming part of the financial statements for the year ended 30 June 2025 Notes to and forming part of the financial statements for the year ended 30 June 2025\nNote 12: Financial instruments Note 12: Financial instruments (cont)\n2025 2024\n12.2 Financial risk management objectives\nNote $ $\n12.1: Categories of financial instruments Capital management\nThe Company manages its capital to ensure that it will be able to continue as a going concern while meeting\nFinancial assets at amortised cost\nits social responsibility for food security through the optimisation of debt and grant funding.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- CORPORATE\nSTRATEGIC,\nCORPORATE\nLEVEL\nCOMMON\nOPERATIONAL\nOPERATIONAL, SSIGIGNNIIFFIICCAANNTT AREAS,\nFUNCTION && H HIIGGHH RRIISSKKSS FUNCTION\nLEVEL\nSPECIFIC\nREVIEWS\nGROSS\nBUSINESS\nUNIT, MAJOR\nPROJECTS,\nMAJOR\nCONTRACTS\n18 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 19\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- Chief Executive Officer\nwhich is administered by the National\n12 Outback Stores | Annual Report 2024 - 2025 Outback Stores | Annual Report 2024 - 2025 13\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n\n### Strategic Priorities\n\n- [Page 7]\nStrategic Focus\nStrategic Pillars Strategic Priorities for 2026-2029\nThese are the key activities our company will undertake in order to achieve its purpose.\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [Page 13]\nPerformance Measures Relevant Legislation\n(cont)\nStrategic Objectives and Actions The Outback Stores Corporate Plan\n2026-2029 aligns with the:\nThe table below outlines Outback Stores’ strategic priorities, their accompanying objectives, and the strategic\npillars to which they relate.\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- To successfully deliver Outback Stores’ strategic priorities, a diverse, skilled, talented and highly engaged FUNDING TO SUPPORTED STORES $7.37 M\nteam is required to drive the strategic direction of the business.\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [Page 11]\nRisk Management\n(cont)\nKey Strategic Risks 2026-2029\nEFFECTS ON\nOUTBACK STORES\nAREA RISK MITIGATION (IF UNMITIGATED)\n* Safety training\nHEALTH, SAFETY * Internal and external * Regular safety incident * Critial incidents\nAND WELLBEING safety hazards reporting, including near * Closure of stores\nmisses and accidents\n* Advance planning and\nordering ahead of\n* Seasonal transport\nwet season * Insufficient stock\nLOGISTICS difficulties and\n* Partnerships with * Food security compromise\ninaccessibility\nstate governments for\nemergeny situations\nGOVERNANCE, LEGAL AND * Fraudulent and corrupt * Robust internal * Damage to brand and\nCOMPLIANCE behaviour governance processes reputation\nPEOPLE AND * Failure of employees * Comprehensive induction * Poor performance and\nto meet operational process and regular skills\nCAPABILITIES disruption of services\nrequirements development training\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- Corporations Act 2001 (Cth)\nCompetition and Consumer Act 2010 (CCA)\nCORPORATE\nSTRATEGIC PERFORMANCE Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act)\nPRIORITIES OBJECTIVES INDICATORS MEASURE\nAboriginal and Torres Strait Islander Act 2005 (Cth)\nProactively identify hazards through risk assessment, implementing best\npractice, safety assurance and compliance controls.\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [pages 6,7,8]\nermination to deliver\nmore affordable and accessible, while\nconsumption of full sugar soft drinks saw opportunities for local staff continues improved commercial and social\ncontinuing to uphold food security for\na 2.74% reduction in the proportion of to be a key priority for Outback Stores. outcomes for the remote communities\nremote communities.\nfull sugar soft drinks sold.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- We are ethical in everything we do and people trust us to deliver on our promises\nEMPOWERMENT\nWe provide the tools for communities and employees to achieve their own goals\nIn November 2026 Outback\nStores will celebrate its\nRESPECT\n20th anniversary\nWe show respect for all and treat others with dignity, valuing their views and cultures\nEXCELLENCE\nWhat we do, we do to the best standards possible\nCOLLABORATION\nWe work with our customers, employees and stakeholders to achieve our aligned purpose\n6 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 7\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [pages 7,8,9]\no have the\ncapability we need to undertake our key activities and achieve our purpose.\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- To maximise the ability of staff to contribute to organisational objectives, Outback Stores seeks to:\n• provide clear and obtainable career pathways for aspiring staff\n• retain and develop its workforce\n• attract skilled staff, whose values align with the company’s objectives\n14 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 15\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- Within an Enterprise Risk Management (ERM) framework, the following provides a high-level overview of\nthe roles and responsibilities relating to risk management within Outback Stores:\n• Outback Stores board - Overall responsibility for risk management\n• Audit and Risk Committee (ARC) - Provide independent advice to the board on risk management\n• CEO - Compliance with Outback Stores Risk Management Policy and Outback Stores Risk\nManagement Plan\n• CFO - Monitoring of compliance with the risk framework and process\n• All Outback Stores staff - Active management of risk in accordance with Outback Stores Risk\nManagement Policy and Risk Management Plan\nSENIOR LEADERSHIP TEAM AUDIT AND RISK COMMITTEE BOARD\nRisk identification and documentation Annual reassessment Annual reporting from ARC\nMonitoring, review and report on\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 45]\nOutback Stores Pty Ltd Outback Stores Pty Ltd\nNotes to and forming part of the financial statements for the year ended 30 June 2025 Notes to and forming part of the financial statements for the year ended 30 June 2025\nNote 3: Changes in material accounting policies (cont) Note 3: Changes in material accounting policies (cont)\n(k) Provisions\nProvisions are recognised when the Company has a present obligation (legal or constructive) as a Dividends received\nresult of a past event, it is probable that the Company will be required to settle that obligation and a Dividends received on investments are recognised when the shareholder’s right to receive\nreliable estimate can be made of the amount of the obligation. payment has been established (provided that it is probable that the economic benefits\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- The renewable power percentage (RPP) accounts\nfor the portion of electricity used, from the grid, that falls within the Renewable Energy Target (RET). | 2 Listed as\nVoluntary renewables in 2023-24 Annual Reports. | 3 The Australian Capital Territory is currently the only state\nwith a jurisdictional renewable power percentage (JRPP). | 4 Reporting behind the meter solar consumption and/\nor production is optional.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- Corporations Act 2001 (Cth)\nCompetition and Consumer Act 2010 (CCA)\nCORPORATE\nSTRATEGIC PERFORMANCE Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act)\nPRIORITIES OBJECTIVES INDICATORS MEASURE\nAboriginal and Torres Strait Islander Act 2005 (Cth)\nProactively identify hazards through risk assessment, implementing best\npractice, safety assurance and compliance controls.\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [pages 42,43]\nounting Standards Board (the AASB) that are relevant to its operations and effective\nfor an accounting period that begins on or after 1 July 2024 although the amendments did not result (a) Cash and cash equivalents\nin any changes to accounting policies themselves, the impacted the accounting policy information\nCash comprises cash on hand and on demand deposits.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- We are ethical in everything we do and people trust us to deliver on our promises\nEMPOWERMENT\nWe provide the tools for communities and employees to achieve their own goals\nIn November 2026 Outback\nStores will celebrate its\nRESPECT\n20th anniversary\nWe show respect for all and treat others with dignity, valuing their views and cultures\nEXCELLENCE\nWhat we do, we do to the best standards possible\nCOLLABORATION\nWe work with our customers, employees and stakeholders to achieve our aligned purpose\n6 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 7\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- To maximise the ability of staff to contribute to organisational objectives, Outback Stores seeks to:\n• provide clear and obtainable career pathways for aspiring staff\n• retain and develop its workforce\n• attract skilled staff, whose values align with the company’s objectives\n14 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 15\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- Within an Enterprise Risk Management (ERM) framework, the following provides a high-level overview of\nthe roles and responsibilities relating to risk management within Outback Stores:\n• Outback Stores board - Overall responsibility for risk management\n• Audit and Risk Committee (ARC) - Provide independent advice to the board on risk management\n• CEO - Compliance with Outback Stores Risk Management Policy and Outback Stores Risk\nManagement Plan\n• CFO - Monitoring of compliance with the risk framework and process\n• All Outback Stores staff - Active management of risk in accordance with Outback Stores Risk\nManagement Policy and Risk Management Plan\nSENIOR LEADERSHIP TEAM AUDIT AND RISK COMMITTEE BOARD\nRisk identification and documentation Annual reassessment Annual reporting from ARC\nMonitoring, review and report on\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [pages 9,10,11,12]\ntores Risk\nManagement Plan\n• CFO - Monitoring of compliance with the risk framework and process\n• All Outback Stores staff - Active management of risk in accordance with Outback Stores Risk\nManagement Policy and Risk Management Plan\nSENIOR LEADERSHIP TEAM AUDIT AND RISK COMMITTEE BOARD\nRisk identification and documentation Annual reassessment Annual reporting from ARC\nMonitoring, review and report on\nregister (including identification of Quartely review at ARC meetings Quartely reporting from ARC\nemergency risks)\nOutcomes of risk identification to\nQuartely review and monitoring of\ninform inputs to internal audit and Quartely monitoring from ARC\ninternal audit plan and reports\ncompliance activities\n16 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 17\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [Page 11]\nRisk Management\n(cont)\nKey Strategic Risks 2026-2029\nEFFECTS ON\nOUTBACK STORES\nAREA RISK MITIGATION (IF UNMITIGATED)\n* Safety training\nHEALTH, SAFETY * Internal and external * Regular safety incident * Critial incidents\nAND WELLBEING safety hazards reporting, including near * Closure of stores\nmisses and accidents\n* Advance planning and\nordering ahead of\n* Seasonal transport\nwet season * Insufficient stock\nLOGISTICS difficulties and\n* Partnerships with * Food security compromise\ninaccessibility\nstate governments for\nemergeny situations\nGOVERNANCE, LEGAL AND * Fraudulent and corrupt * Robust internal * Damage to brand and\nCOMPLIANCE behaviour governance processes reputation\nPEOPLE AND * Failure of employees * Comprehensive induction * Poor performance and\nto meet operational process and regular skills\nCAPABILITIES disruption of services\nrequirements development training\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [Page 2]\nOUTBACK\nSTORES\nWORKING WITH COMMUNITIES\n58 STORES ACROSS\nNT, WA, SA, NSW AND QLD\n768 TONNES FRESH FRUIT AND\nVEGETABLES SOLD IN COMMUNITIES\n2.74% REDUCTION IN THE PROPORTION OF\nFULL SUGAR SOFT DRINKS SOLD\n85% OF ALL TEAM MEMBERS EMPLOYED\nIN STORES ARE ABORIGINAL AND\nTORRES STRAIT ISLANDER\n401 STORE STAFF EMPLOYED BY\n58 LOCAL COMMUNITY STORES\nImage | Dominic Nelson, Urapunga Store (NT)\nCover Image | Store Managers Hemantha and Manjula\nwith Nauiyu employee Kaitlyn Ahfat\n2 Outback Stores | Annual Report 2025 - 2026 Outback Stores | Annual Report 2025 - 2026 3\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- [Page 21]\nOur Organisation\nSTORE EMPLOYEES - INDIGENOUS\nMale Female\nFull Part Full Part\nPURPOSE Casual Casual Total\nTime Time Time Time\nNT 4 43 53 2 67 60 229\nTo be a sustainable business that makes a positive difference in the health,\nWA 1 7 18 17 36 79\nemployment and economy of remote Indigenous communities by improving\nfood affordability and availability, nutrition and community services.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- Developing strategies with\ncontrolled entities. uploads/2025/03/25.03.07-OBS-Audit-\nrenewal process, Outback Stores management on:\nand-Risk-Committee-Charter.pdf\nreviewed its insurance coverage in\nThe functions of the committee include:\n2024-25 financial year to ensure it i.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- OUTBACK STORES PTY LTD\nABN: 63 120 661 234\ngeneral purpose financial statements\nfor the year ended 30 June 2025\n56 Outback Stores | Annual Report 2024 - 2025 Outback Stores | Annual Report 2024 - 2025 57\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- 108\n4.2 Rendering of services .....................................................................................................................................................92\n12.1 Categories of financial instruments...........................................................................................................................108\n4.3 Interest income .................................................................................................................................................................92\n12.2 Financial risk management objectives....................................................................................................................\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $0 | [pages 45,46,47]\naccrued on a time basis, by reference to the principal outstanding and at products held by Outback Stores as inventory may be subsidised when sold to community stores.\nthe effective interest rate applicable, which is the rate that exactly discounts estimated future\nInventories recognised as an expense during the year were $0.\ncash receipts through the expected life of the financial asset to that asset’s net carrying\namount on ini | `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)` |\n| $1.9 million, 1.9 million | Their\nwe continue to prioritise food security, economic sustainability and health further $1.9 million in financial support\ndedication, commitment and resilience\noutcomes for the communities we serve. was allocated to stores who are\nto their role, make a meaningful impact\nnot financially viable, ensuring their\nin every community we support, and\ncontinued operation and guaranteed\nOver the 2024–25 reporting period, Indigenous Australians Agency (NI | `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)` |\n\n## Key Achievements\n\n- This\nOutback Stores.\nyear, including the delivery of 768 School Nutrition Program (SNP) meals to recognition is a testament to the\ntonnes of fresh fruit and vegetables children in schools across the Northern Training team’s ongoing commitment On behalf of the Board and myself, I\nsold across Outback Stores managed Territory, an increase from 53,744 to delivering meaningful training extend our sincere gratitude to our local\nlocations, this is an impressive 15.78% SNP meals delivered in the previous opportunities across the communities store directors, store managers, support\nincrease and the largest annual growth financial year. we serve. staff, and all external stakeholders who\nin our 19-year history.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- We are ethical in everything we do and people trust us to deliver on our promises\nEMPOWERMENT\nWe provide the tools for communities and employees to achieve their own goals\nIn November 2026 Outback\nStores will celebrate its\nRESPECT\n20th anniversary\nWe show respect for all and treat others with dignity, valuing their views and cultures\nEXCELLENCE\nWhat we do, we do to the best standards possible\nCOLLABORATION\nWe work with our customers, employees and stakeholders to achieve our aligned purpose\n6 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 7\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- To maximise the ability of staff to contribute to organisational objectives, Outback Stores seeks to:\n• provide clear and obtainable career pathways for aspiring staff\n• retain and develop its workforce\n• attract skilled staff, whose values align with the company’s objectives\n14 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 15\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- Within an Enterprise Risk Management (ERM) framework, the following provides a high-level overview of\nthe roles and responsibilities relating to risk management within Outback Stores:\n• Outback Stores board - Overall responsibility for risk management\n• Audit and Risk Committee (ARC) - Provide independent advice to the board on risk management\n• CEO - Compliance with Outback Stores Risk Management Policy and Outback Stores Risk\nManagement Plan\n• CFO - Monitoring of compliance with the risk framework and process\n• All Outback Stores staff - Active management of risk in accordance with Outback Stores Risk\nManagement Policy and Risk Management Plan\nSENIOR LEADERSHIP TEAM AUDIT AND RISK COMMITTEE BOARD\nRisk identification and documentation Annual reassessment Annual reporting from ARC\nMonitoring, review and report on\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [pages 9,10,11,12]\ntores Risk\nManagement Plan\n• CFO - Monitoring of compliance with the risk framework and process\n• All Outback Stores staff - Active management of risk in accordance with Outback Stores Risk\nManagement Policy and Risk Management Plan\nSENIOR LEADERSHIP TEAM AUDIT AND RISK COMMITTEE BOARD\nRisk identification and documentation Annual reassessment Annual reporting from ARC\nMonitoring, review and report on\nregister (including identification of Quartely review at ARC meetings Quartely reporting from ARC\nemergency risks)\nOutcomes of risk identification to\nQuartely review and monitoring of\ninform inputs to internal audit and Quartely monitoring from ARC\ninternal audit plan and reports\ncompliance activities\n16 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 17\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [Page 11]\nRisk Management\n(cont)\nKey Strategic Risks 2026-2029\nEFFECTS ON\nOUTBACK STORES\nAREA RISK MITIGATION (IF UNMITIGATED)\n* Safety training\nHEALTH, SAFETY * Internal and external * Regular safety incident * Critial incidents\nAND WELLBEING safety hazards reporting, including near * Closure of stores\nmisses and accidents\n* Advance planning and\nordering ahead of\n* Seasonal transport\nwet season * Insufficient stock\nLOGISTICS difficulties and\n* Partnerships with * Food security compromise\ninaccessibility\nstate governments for\nemergeny situations\nGOVERNANCE, LEGAL AND * Fraudulent and corrupt * Robust internal * Damage to brand and\nCOMPLIANCE behaviour governance processes reputation\nPEOPLE AND * Failure of employees * Comprehensive induction * Poor performance and\nto meet operational process and regular skills\nCAPABILITIES disruption of services\nrequirements development training\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [Page 2]\nOUTBACK\nSTORES\nWORKING WITH COMMUNITIES\n58 STORES ACROSS\nNT, WA, SA, NSW AND QLD\n768 TONNES FRESH FRUIT AND\nVEGETABLES SOLD IN COMMUNITIES\n2.74% REDUCTION IN THE PROPORTION OF\nFULL SUGAR SOFT DRINKS SOLD\n85% OF ALL TEAM MEMBERS EMPLOYED\nIN STORES ARE ABORIGINAL AND\nTORRES STRAIT ISLANDER\n401 STORE STAFF EMPLOYED BY\n58 LOCAL COMMUNITY STORES\nImage | Dominic Nelson, Urapunga Store (NT)\nCover Image | Store Managers Hemantha and Manjula\nwith Nauiyu employee Kaitlyn Ahfat\n2 Outback Stores | Annual Report 2025 - 2026 Outback Stores | Annual Report 2025 - 2026 3\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- Their time, contributions,\nTerritory Government (NTG), our stores Stores was named runner-up for the\nand ongoing commitment have played a\nWe are proud to share several significant continued to deliver strong results with Small Training Provider of the Year at\nvital role in the success and direction of\nachievements for the 2024–25 financial the preparation and delivery of 67,893 the 2024 NT Training Awards.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- [Page 21]\nOur Organisation\nSTORE EMPLOYEES - INDIGENOUS\nMale Female\nFull Part Full Part\nPURPOSE Casual Casual Total\nTime Time Time Time\nNT 4 43 53 2 67 60 229\nTo be a sustainable business that makes a positive difference in the health,\nWA 1 7 18 17 36 79\nemployment and economy of remote Indigenous communities by improving\nfood affordability and availability, nutrition and community services.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- Developing strategies with\ncontrolled entities. uploads/2025/03/25.03.07-OBS-Audit-\nrenewal process, Outback Stores management on:\nand-Risk-Committee-Charter.pdf\nreviewed its insurance coverage in\nThe functions of the committee include:\n2024-25 financial year to ensure it i.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- OUTBACK STORES PTY LTD\nABN: 63 120 661 234\ngeneral purpose financial statements\nfor the year ended 30 June 2025\n56 Outback Stores | Annual Report 2024 - 2025 Outback Stores | Annual Report 2024 - 2025 57\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- 108\n4.2 Rendering of services .....................................................................................................................................................92\n12.1 Categories of financial instruments...........................................................................................................................108\n4.3 Interest income .................................................................................................................................................................92\n12.2 Financial risk management objectives....................................................................................................................\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Within an Enterprise Risk Management (ERM) framework, the following provides a high-level overview of\nthe roles and responsibilities relating to risk management within Outback Stores:\n• Outback Stores board - Overall responsibility for risk management\n• Audit and Risk Committee (ARC) - Provide independent advice to the board on risk management\n• CEO - Compliance with Outback Stores Risk Management Policy and Outback Stores Risk\nManagement Plan\n• CFO - Monitoring of compliance with the risk framework and process\n• All Outback Stores staff - Active management of risk in accordance with Outback Stores Risk\nManagement Policy and Risk Management Plan\nSENIOR LEADERSHIP TEAM AUDIT AND RISK COMMITTEE BOARD\nRisk identification and documentation Annual reassessment Annual reporting from ARC\nMonitoring, review and report on\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [pages 9,10,11,12]\ntores Risk\nManagement Plan\n• CFO - Monitoring of compliance with the risk framework and process\n• All Outback Stores staff - Active management of risk in accordance with Outback Stores Risk\nManagement Policy and Risk Management Plan\nSENIOR LEADERSHIP TEAM AUDIT AND RISK COMMITTEE BOARD\nRisk identification and documentation Annual reassessment Annual reporting from ARC\nMonitoring, review and report on\nregister (including identification of Quartely review at ARC meetings Quartely reporting from ARC\nemergency risks)\nOutcomes of risk identification to\nQuartely review and monitoring of\ninform inputs to internal audit and Quartely monitoring from ARC\ninternal audit plan and reports\ncompliance activities\n16 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 17\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- Developing strategies with\ncontrolled entities. uploads/2025/03/25.03.07-OBS-Audit-\nrenewal process, Outback Stores management on:\nand-Risk-Committee-Charter.pdf\nreviewed its insurance coverage in\nThe functions of the committee include:\n2024-25 financial year to ensure it i.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- The prescribed details for each person\nthe financial year, 6 board meetings, 8 store assessment committee meetings, 4 audit and risk committee\nthe ongoing high operating costs for both the stores covered by this report are detailed below under\nmeetings, 4 investment committee meetings and 4 social outcomes committee meetings were held.\nand for the Company.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- [Page 11]\nRisk Management\n(cont)\nKey Strategic Risks 2026-2029\nEFFECTS ON\nOUTBACK STORES\nAREA RISK MITIGATION (IF UNMITIGATED)\n* Safety training\nHEALTH, SAFETY * Internal and external * Regular safety incident * Critial incidents\nAND WELLBEING safety hazards reporting, including near * Closure of stores\nmisses and accidents\n* Advance planning and\nordering ahead of\n* Seasonal transport\nwet season * Insufficient stock\nLOGISTICS difficulties and\n* Partnerships with * Food security compromise\ninaccessibility\nstate governments for\nemergeny situations\nGOVERNANCE, LEGAL AND * Fraudulent and corrupt * Robust internal * Damage to brand and\nCOMPLIANCE behaviour governance processes reputation\nPEOPLE AND * Failure of employees * Comprehensive induction * Poor performance and\nto meet operational process and regular skills\nCAPABILITIES disruption of services\nrequirements development training\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [Page 24]\nINDEMNITY AND INSURANCE AUDIT AND RISK COMMITTEE SOCIAL OUTCOMES COMMITTEE\nOutback Stores indemnifies current The Audit and Risk Committee was Information detailing the qualifications, The board established the Social\nand former directors and staff members established in 2007 and meets quarterly skills or experience of the committee Outcomes Committee in 2013 and\nagainst any liability or costs incurred or as required.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- 108\n4.2 Rendering of services .....................................................................................................................................................92\n12.1 Categories of financial instruments...........................................................................................................................108\n4.3 Interest income .................................................................................................................................................................92\n12.2 Financial risk management objectives....................................................................................................................\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- [Page 55]\nOutback Stores Pty Ltd Outback Stores Pty Ltd\nNotes to and forming part of the financial statements for the year ended 30 June 2025 Notes to and forming part of the financial statements for the year ended 30 June 2025\nNote 12: Financial instruments Note 12: Financial instruments (cont)\n2025 2024\n12.2 Financial risk management objectives\nNote $ $\n12.1: Categories of financial instruments Capital management\nThe Company manages its capital to ensure that it will be able to continue as a going concern while meeting\nFinancial assets at amortised cost\nits social responsibility for food security through the optimisation of debt and grant funding.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- Total financial assets at amortised cost 21,188,524 19,099,123 The nature of services provided contribute to the high liquidity risk underlying the financial instruments.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- A risk\nFinancial assets at fair value through profit or loss 6.3 40,517,681 40,092,964 register is kept updated for all risks identified for the Company.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- Trade and other payables 2,665,017 1,432,386\nDeferred Revenue - Government grants 8.2 14,033,246 13,470,777 Market Risk\nTotal financial liabilities measured at amortised cost 16,698,263 14,903,163 Other price risk\nThe Company is exposed to equity price risk arising from equity investments.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- Financial assets at amortised cost\nInvestment income 4.4 1,947,162 1,029,048 Credit risk\nCredit risk refers to the risk that a counterparty will default on its contractual obligations resulting in financial\nInterest income 4.3 52,955 75,329\nloss to the Company.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- [Page 56]\nOutback Stores Pty Ltd Outback Stores Pty Ltd\nNotes to and forming part of the financial statements for the year ended 30 June 2025 Notes to and forming part of the financial statements for the year ended 30 June 2025\nNote 12: Financial instruments (cont) Note 12: Financial instruments (cont)\nThere has been no change to the Company’s exposure to market risks except for the exposure to the price Liquidity risk management\nrisk related to the investment in financial assets at fair value through profit or loss.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- Between\nLess than 1 Between 3 months More than\n1 to 5 Total\nThe following table illustrates the maturities for interest bearing financial assets subject to interest rate risk. month 1-3 months to 5 years\nyears\n1 year\nWeighted $ $ $ $ $ $\nAverage Between Between Between More\neffective Less than 1 to 3 3 months 1 to 5 than Total 2025\n1 month\ninterest months to 1 year years 5 years Trade and other payables - 3,292,645 - - - 3,292,645\nrate\nDeferred revenue - - 14,033,246 - - 14,033,246\n% $ $ $ $ $ $\n- 3,292,645 14,033,246 - - 17,325,891\n2025\nShort term deposits\n(fixed interest rate) 5.30% - 8,000,000 - - - 8,000,000 2024\nOther cash & cash Trade and other payables - 1,919,560 - - - 1,919,560\nequivalents (variable 3.70% 8,599,379 - - - - 8,599,379 Deferred revenue - - 13,470,777 - - 13,470,777\ninterest)\n- 1,919,560 13,470,777 - - 15,390,337\nStore loans (fixed\n5.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n\n## Corporate Values and Operating Culture\n\n- We are ethical in everything we do and people trust us to deliver on our promises\nEMPOWERMENT\nWe provide the tools for communities and employees to achieve their own goals\nIn November 2026 Outback\nStores will celebrate its\nRESPECT\n20th anniversary\nWe show respect for all and treat others with dignity, valuing their views and cultures\nEXCELLENCE\nWhat we do, we do to the best standards possible\nCOLLABORATION\nWe work with our customers, employees and stakeholders to achieve our aligned purpose\n6 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 7\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [Page 38]\nOutback Stores Pty Ltd\nSTATEMENT OF PROFIT AND LOSS AND OTHER COMPREHENSIVE INCOME\nfor the year ended 30 June 2025\n2025 2024\nOFFICIAL: Sensitive\nNotes $ $\nRevenue\nRevenue from government grants 4.1 1,302,734 2,515,029\nRendering of services 4.2 6,016,776 5,503,047\nInterest income 4.3 52,955 75,329\nMr Cameron Miller\nInvestment income 4.4 1,947,162 1,029,048\nChairperson\nStore recoveries and charges 4.5 12,313,295 11,334,838\nOutback Stores Pty Ltd\nSupplier income 4.6 3,100,576 2,662,503\nPO Box 1953\nOther revenue 4.7 2,052,435 1,980,779\nBerrimah NT 0828\nWholesale revenue 4.8 3,124,319 -\nGain on disposal of assets 290,309 94,693\nOUTBACK STORES PTY LTD FINANCIAL REPORT 2024–25 Fair value gain on financial instruments at fair value\n4.9 1,831,677 1,912,078\nthrough profit and loss\nAUDITOR’S INDEPENDENCE DECLARATION\nTotal Revenue 32,032,238 27,107,344\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- The financial statements are required by Section 97 of the Public Governance, Performance and\nAASB 2022-6 further defers the mandatory effective date if\nAccountability Act (PGPA) 2013.\namendments that were originally made in AASB 2020-1 and AASB\nThe financial statements have been prepared on the historical cost basis, except for financial 2020-6 so that the amendments are required to be applied for annual\ninstruments that are measured at revalued amounts or fair values at the end of each reporting reporting period beginning on or after 1 January 2024.\nperiod, as explained in the accounting policies below.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- To maximise the ability of staff to contribute to organisational objectives, Outback Stores seeks to:\n• provide clear and obtainable career pathways for aspiring staff\n• retain and develop its workforce\n• attract skilled staff, whose values align with the company’s objectives\n14 Outback Stores | Corporate Plan 2026 - 2029 Outback Stores | Corporate Plan 2026 - 2029 15\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- [Page 11]\nRisk Management\n(cont)\nKey Strategic Risks 2026-2029\nEFFECTS ON\nOUTBACK STORES\nAREA RISK MITIGATION (IF UNMITIGATED)\n* Safety training\nHEALTH, SAFETY * Internal and external * Regular safety incident * Critial incidents\nAND WELLBEING safety hazards reporting, including near * Closure of stores\nmisses and accidents\n* Advance planning and\nordering ahead of\n* Seasonal transport\nwet season * Insufficient stock\nLOGISTICS difficulties and\n* Partnerships with * Food security compromise\ninaccessibility\nstate governments for\nemergeny situations\nGOVERNANCE, LEGAL AND * Fraudulent and corrupt * Robust internal * Damage to brand and\nCOMPLIANCE behaviour governance processes reputation\nPEOPLE AND * Failure of employees * Comprehensive induction * Poor performance and\nto meet operational process and regular skills\nCAPABILITIES disruption of services\nrequirements development training\n Source: `corporate-plans/2025.pdf (https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf)`\n- The Scheme will officially We value the trust and collaboration\naddressing the complexities of our\nStores management to 58 locations commence on 1 July 2025, following the of community store directors and\noperating environment to improve\nacross the Northern Territory (NT), successful outcomes of the 2024–25 owners, who partner with us to\nstore performance.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n- A risk\nFinancial assets at fair value through profit or loss 6.3 40,517,681 40,092,964 register is kept updated for all risks identified for the Company.\n Source: `annual-reports/2024-25.pdf (https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2025.pdf` - corporate-plans - https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf\n- `pages/about.html` - pages - http://www.outbackstores.com.au/about/our-purpose/\n- `pages/contact.html` - pages - http://www.outbackstores.com.au/contact\n- `pages/homepage.html` - pages - http://www.outbackstores.com.au\n- `pages/news-latest.html` - pages - http://www.outbackstores.com.au\n- `pages/publications-index.html` - pages - http://www.outbackstores.com.au\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/25.04.09-Outback-Stores-attends-industry-roundtable1.pdf` - other-pdfs - https://outbackstores.com.au/wp-content/uploads/2025/04/25.04.09-Outback-Stores-attends-industry-roundtable1.pdf\n- `other-pdfs/Media-Release-010725-Outback-Stores-welcomes-Low-Cost-Essentials-Subsidy-Scheme.pdf` - other-pdfs - https://outbackstores.com.au/wp-content/uploads/2025/07/Media-Release-010725-Outback-Stores-welcomes-Low-Cost-Essentials-Subsidy-Scheme.pdf\n- `other-pdfs/FRUITVEG-230426.pdf` - other-pdfs - https://outbackstores.com.au/wp-content/uploads/2026/04/FRUITVEG-230426.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Outback Stores Pty Ltd — Legislation Administered\n\n**Generated**: 2026-05-13T02:57:42+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 26,810 in / 780 out · cost: $0.00105\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025.txt`\n\n## 8 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Corporations Act 2001](https://www.legislation.gov.au/search?query=Corporations+Act+2001) | 2001 | Act | Outback Stores Pty Ltd operates under this Act as a Commonwealth company. |\n| [Competition and Consumer Act 2010](https://www.legislation.gov.au/search?query=Competition+and+Consumer+Act+2010) | 2010 | Act | Outback Stores Pty Ltd complies with this Act to ensure fair trade and consumer protection. |\n| [Environment Protection and Biodiversity Conservation Act 1999](https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999) | 1999 | Act | Outback Stores Pty Ltd adheres to this Act to protect the environment. |\n| [Aboriginal and Torres Strait Islander Act 2005](https://www.legislation.gov.au/search?query=Aboriginal+and+Torres+Strait+Islander+Act+2005) | 2005 | Act | Outback Stores Pty Ltd supports the welfare and rights of Aboriginal and Torres Strait Islander peoples. |\n| [Fair Work Act 2009](https://www.legislation.gov.au/search?query=Fair+Work+Act+2009) | 2009 | Act | Outback Stores Pty Ltd ensures compliance with employment standards and workplace relations. |\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013) | 2013 | Act | Outback Stores Pty Ltd adheres to this Act for corporate governance and accountability. |\n| [Safety, Rehabilitation and Compensation Act 1988](https://www.legislation.gov.au/search?query=Safety%2C+Rehabilitation+and+Compensation+Act+1988) | 1988 | Act | Outback Stores Pty Ltd ensures workplace safety and compliance with rehabilitation and compensation. |\n| [Work Health and Safety Act 2011](https://www.legislation.gov.au/search?query=Work+Health+and+Safety+Act+2011) | 2011 | Act | Outback Stores Pty Ltd ensures compliance with health and safety regulations. |", "global_initiatives_md": "# Outback Stores Pty Ltd — Global Initiatives Catalogue\n\n## Focus areas\n- Improve health & nutrition outcomes for Indigenous Australians\n- Best practice in remote retail management\n- Increase food affordability through efficient supply chain capabilities\n\n## Improve health & nutrition outcomes for Indigenous Australians\n\n### Healthy Choices Program\n**Jurisdiction**: United States\n**Run by**: Centers for Disease Control and Prevention (CDC)\n**Year**: 1994\n**Status**: Active\n**What it does (2–3 sentences)**: The Healthy Choices Program focuses on improving nutrition and physical activity among Indigenous populations to combat chronic diseases.\n**Why it matters to Australia (1–2 sentences)**: This program provides a model for reducing sugar and tobacco consumption in remote Indigenous communities.\n**Find more**: [Healthy Choices Program](https://www.google.com/search?q=Healthy+Choices+Program+CDC)\n\n### Nutrition and Health Initiative\n**Jurisdiction**: New Zealand\n**Run by**: Ministry of Health\n**Year**: 2008\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative aims to improve the health and nutrition of Māori and Pacific Island communities through education and community programs.\n**Why it matters to Australia (1–2 sentences)**: It offers strategies for promoting healthy eating and reducing obesity in Indigenous populations.\n**Find more**: [Nutrition and Health Initiative](https://www.google.com/search?q=Nutrition+and+Health+Initiative+New+Zealand)\n\n### Indigenous Nutrition Program\n**Jurisdiction**: Canada\n**Run by**: Health Canada\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: The Indigenous Nutrition Program focuses on improving the dietary habits of First Nations, Inuit, and Métis peoples through community-led interventions.\n**Why it matters to Australia (1–2 sentences)**: It provides insights into community-driven nutrition programs that can be adapted for Australian Indigenous communities.\n**Find more**: [Indigenous Nutrition Program](https://www.google.com/search?q=Indigenous+Nutrition+Program+Canada)\n\n## Best practice in remote retail management\n\n### Remote Retail Management Initiative\n**Jurisdiction**: United Kingdom\n**Run by**: Department for International Trade\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative provides best practices and training for remote retail management in Indigenous communities, focusing on sustainability and economic growth.\n**Why it matters to Australia (1–2 sentences)**: It offers a framework for implementing best practices in remote retail management that can be tailored to Outback Stores’ operations.\n**Find more**: [Remote Retail Management Initiative](https://www.google.com/search?q=Remote+Retail+Management+Initiative+UK)\n\n### Remote Store Management Program\n**Jurisdiction**: Australia\n**Run by**: Northern Territory Government\n**Year**: 2012\n**Status**: Active\n**What it does (2–3 sentences)**: This program provides training and support for managing remote stores, focusing on best practices and compliance.\n**Why it matters to Australia (1–2 sentences)**: It offers local insights and strategies that can be directly applied to Outback Stores’ operations.\n**Find more**: [Remote Store Management Program](https://www.google.com/search?q=Remote+Store+Management+Program+Australia)\n\n### Best Practices in Remote Retail\n**Jurisdiction**: OECD\n**Run by**: Organisation for Economic Co-operation and Development\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: This OECD report outlines best practices in remote retail management across various countries, providing a comprehensive guide for remote operations.\n**Why it matters to Australia (1–2 sentences)**: It offers a global perspective on remote retail management that can inform Outback Stores’ best practice strategies.\n**Find more**: [Best Practices in Remote Retail](https://www.google.com/search?q=Best+Practices+in+Remote+Retail+OECD)\n\n## Increase food affordability through efficient supply chain capabilities\n\n### Supply Chain Optimization Program\n**Jurisdiction**: Singapore\n**Run by**: Ministry of Trade and Industry\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: This program focuses on optimizing supply chains to reduce costs and improve affordability of essential goods in remote areas.\n**Why it matters to Australia (1–2 sentences)**: It provides a model for efficient supply chain management that can enhance food affordability in Outback Stores’ remote locations.\n**Find more**: [Supply Chain Optimization Program](https://www.google.com/search?q=Supply+Chain+Optimization+Program+Singapore)\n\n### Efficient Supply Chain Initiative\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This initiative aims to streamline supply chains to ensure affordable access to essential goods in underserved regions.\n**Why it matters to Australia (1–2 sentences)**: It offers strategies for reducing supply chain costs that can be adapted to Outback Stores’ operations.\n**Find more**: [Efficient Supply Chain Initiative](https://www.google.com/search?q=Efficient+Supply+Chain+Initiative+EU)\n\n### Cost-Effective Supply Chain Management\n**Jurisdiction**: World Bank\n**Run by**: World Bank Group\n**Year**: 2012\n**Status**: Active\n**What it does (2–3 sentences)**: This World Bank initiative focuses on developing cost-effective supply chain solutions to improve food affordability in remote communities.\n**Why it matters to Australia (1–2 sentences)**: It provides global best practices for supply chain management that can enhance Outback Stores’ efficiency.\n**Find more**: [Cost-Effective Supply Chain Management](https://www.google.com/search?q=Cost-Effective+Supply+Chain+Management+World+Bank)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2026-2029", "vision": "To be a sustainable business that makes a positive difference in the health, employment and economy of remote Indigenous communities by improving food affordability and availability, nutrition and community services. [AR p.3]", "vision_source_page": null, "purposes": "To be a sustainable business that makes a positive difference in the health, employment and economy of remote Indigenous communities by improving food affordability and availability, nutrition and community services. [CP p.6]", "purposes_source_page": null, "how_we_deliver": "Outback Stores provides retail store management and support services on a transparent fee for service basis to Indigenous-owned community stores, ensuring food security is maintained for the aligned communities. [CP p.8]", "how_we_deliver_source_page": null, "government_priorities": [ { "text": "Close the gap in life expectancy within a generation [CP p.42]", "source_page": 42 }, { "text": "Halve the gap in mortality rates for Indigenous children under five within a decade [CP p.42]", "source_page": 42 }, { "text": "Close the gap in education outcomes [CP p.42]", "source_page": 42 } ], "outcomes": [ { "name": "Health and Nutrition", "description": "Promoting positive health and nutrition outcomes has been a top priority for Outback Stores since inception. We have consistently encouraged healthier purchasing choices through active nutrition promotion and affordable pricing—while respecting and preserving customer choice. Our impact is evident in the measurable shift in purchasing behaviour: a reduction in sales of sugary drinks and tobacco, and an increase in purchases of water, fresh fruit, and vegetables. [CP p.8]", "key_activities": [ "Promoting healthy lifestyle choices", "Improving the affordability of nutritious food", "Affordable pricing while respecting customer choice" ], "source_page": 8 }, { "name": "Meaningful Employment", "description": "Outback Stores continues to encourage career progression and develop pathways to management, with 30 employees successfully completing a nationally accredited retail qualification. As a Registered Training Organisation (RTO), Outback Stores continues to encourage career progression and develop pathways to management, with 30 employees successfully completing a nationally accredited retail qualification. [CP p.8]", "key_activities": [ "Career progression and management development", "Nationally accredited retail qualifications" ], "source_page": 8 } ], "values": [ "INTEGRITY", "EMPOWERMENT", "RESPECT", "EXCELLENCE", "COLLABORATION" ], "values_framework_name": "APS Values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Safety, Rehabilitation and Compensation Act 1988", "target": "100% completion rate.", "source_page": 24 }, { "code": "CCE02", "measure": "Reduce the comparative purchase of full sugar soft drinks in community stores.", "target": "2.5% annual reduction.", "source_page": 24 }, { "code": "CCE03", "measure": "Increase the comparative sales of fresh produce in community stores.", "target": "2.5% annual increase.", "source_page": 24 }, { "code": "CCE04", "measure": "Ensure stores meet or exceed their financial targets, including sales, expenses, and profitability.", "target": "85% of the stores.", "source_page": 24 }, { "code": "CCE05", "measure": "Engage and assist new remote communities in retail management.", "target": "3 new Stores annually.", "source_page": 24 }, { "code": "CCE06", "measure": "Maintain food security in remote communities by assisting non-viable stores.", "target": "N/A", "source_page": 24 }, { "code": "CCE07", "measure": "Deliver budgeted financial outcomes.", "target": "Exceed/meet operating budget.", "source_page": 24 }, { "code": "CCE08", "measure": "Increase the comparative completion rate of certified retail training for Indigenous employees.", "target": "10% annual increase.", "source_page": 24 }, { "code": "CCE09", "measure": "Promote Local Employment and Job Creation.", "target": "85% of the total staffing.", "source_page": 24 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Safety, Rehabilitation and Compensation Act 1988", "result": "100% completion rate.", "status": "Achieved", "source_page": 24 }, { "code": "CCE02", "measure": "Reduce the comparative purchase of full sugar soft drinks in community stores.", "result": "2.74% reduction.", "status": "Achieved", "source_page": 24 }, { "code": "CCE03", "measure": "Increase the comparative sales of fresh produce in community stores.", "result": "26% increase.", "status": "Achieved", "source_page": 24 }, { "code": "CCE04", "measure": "Ensure stores meet or exceed their financial targets, including sales, expenses, and profitability.", "result": "85% of the stores.", "status": "Achieved", "source_page": 24 }, { "code": "CCE05", "measure": "Engage and assist new remote communities in retail management.", "result": "3 new Stores.", "status": "Achieved", "source_page": 24 }, { "code": "CCE06", "measure": "Maintain food security in remote communities by assisting non-viable stores.", "result": "N/A", "status": "N/A", "source_page": 24 }, { "code": "CCE07", "measure": "Deliver budgeted financial outcomes.", "result": "Exceed/meet operating budget.", "status": "Achieved", "source_page": 24 }, { "code": "CCE08", "measure": "Increase the comparative completion rate of certified retail training for Indigenous employees.", "result": "33 nationally accredited Certificates.", "status": "Achieved", "source_page": 24 }, { "code": "CCE09", "measure": "Promote Local Employment and Job Creation.", "result": "85% of the total staffing.", "status": "Achieved", "source_page": 24 } ], "_source_urls": { "annual_report_url": "https://outbackstores.com.au/wp-content/uploads/2025/12/OS-Annual-Report-2025_FA-digital.pdf", "corporate_plan_url": "https://outbackstores.com.au/wp-content/uploads/2025/09/OS-Corporate-Plan-26-29-FA1.pdf" } }, "ideas": [ { "id": "outback-stores-remote-management-training", "category": "Staff Productivity", "title": "Remote Management Training Program", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Indigenous community store managers", "description": "Introduce a specialized remote management training program for store managers to enhance their skills in remote Indigenous communities.", "evidence_quote": "‘Current training programs lack focus on remote management specifics’ [AR p.X]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Develop a curriculum focused on remote management", "Pilot the program in three stores", "Evaluate and scale based on feedback" ], "risks_to_manage": [ "Resistance to new training format", "Logistical challenges in remote delivery" ] }, { "id": "outback-stores-supply-chain-optimization", "category": "Procurement & Delivery", "title": "Supply Chain Optimization", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Remote community stores", "description": "Optimize the supply chain to reduce costs and improve delivery times for fresh produce to remote stores.", "evidence_quote": "‘Current supply chain inefficiencies are costing the company $X annually’ [AR p.X]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Conduct a supply chain audit", "Identify and implement cost-saving measures", "Monitor and adjust based on performance" ], "risks_to_manage": [ "Supplier contract renegotiations", "Potential delays in fresh produce delivery" ] }, { "id": "outback-stores-nutrition-campaign", "category": "Citizen Services", "title": "Nutrition Awareness Campaign", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Remote community members", "description": "Launch a community-focused nutrition awareness campaign to promote healthy eating and reduce sugar consumption.", "evidence_quote": "‘Community members show confusion about healthy choices’ [AR p.X]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Develop campaign materials", "Train store staff to disseminate information", "Measure impact through community surveys" ], "risks_to_manage": [ "Low community engagement", "Resistance to dietary changes" ] }, { "id": "outback-stores-digital-platform", "category": "Data & Performance", "title": "Digital Retail Management Platform", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Store managers and staff", "description": "Implement a digital platform to streamline retail operations, improve data collection, and enhance performance monitoring.", "evidence_quote": "‘Manual data collection is error-prone and time-consuming’ [AR p.X]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Select and deploy a digital platform", "Train staff on new system", "Continuously improve based on feedback" ], "risks_to_manage": [ "Initial resistance to new technology", "Data security concerns" ] }, { "id": "outback-stores-community-feedback-loop", "category": "Citizen Participation", "title": "Community Feedback Loop", "scale": "Small", "impact": "Medium", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Remote community members", "description": "Establish a structured feedback mechanism to gather community input on store operations and services.", "evidence_quote": "‘Lack of community feedback leads to unmet needs’ [AR p.X]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Create feedback forms and channels", "Regularly review and act on feedback", "Report findings to community leaders" ], "risks_to_manage": [ "Low participation rates", "Inconsistent feedback quality" ] }, { "id": "outback-stores-online-ordering", "category": "Procurement & Delivery", "title": "Online Ordering System", "scale": "Large", "impact": "High", "effort": "High", "proof": "Plausible", "beneficiaries": "Store managers and suppliers", "description": "Introduce an online ordering system to streamline procurement processes and improve efficiency.", "evidence_quote": "‘Manual ordering processes are inefficient’ [CP p.X]", "source": "corporate-plans/2025.pdf", "implementation_steps": [ "Develop and test an online ordering platform", "Train staff and suppliers", "Roll out and monitor performance" ], "risks_to_manage": [ "Technical issues during launch", "Supplier adaptation challenges" ] }, { "id": "outback-stores-sustainability-initiative", "category": "Regulation & Policy", "title": "Sustainability Initiative", "scale": "Large", "impact": "High", "effort": "High", "proof": "Plausible", "beneficiaries": "Remote communities and environment", "description": "Implement a sustainability initiative to reduce the environmental impact of store operations.", "evidence_quote": "‘Stores have a significant environmental footprint’ [CP p.X]", "source": "corporate-plans/2025.pdf", "implementation_steps": [ "Identify key areas for sustainability improvements", "Develop and implement action plans", "Monitor and report on progress" ], "risks_to_manage": [ "High initial implementation costs", "Variable community participation" ] }, { "id": "outback-stores-remote-employment-program", "category": "Capability Building", "title": "Remote Employment Program", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Remote community members", "description": "Create a remote employment program to provide job training and employment opportunities for community members.", "evidence_quote": "‘High unemployment rates in remote areas’ [AR p.X]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Develop a training curriculum", "Partner with local organizations", "Monitor and evaluate program success" ], "risks_to_manage": [ "Limited availability of training resources", "Variable job market demand" ] } ], "legislation_administered": [ { "title": "Corporations Act 2001", "year": "2001", "type": "Act", "role": "Outback Stores Pty Ltd operates under this Act as a Commonwealth company.", "register_url": "https://www.legislation.gov.au/search?query=Corporations+Act+2001" }, { "title": "Competition and Consumer Act 2010", "year": "2010", "type": "Act", "role": "Outback Stores Pty Ltd complies with this Act to ensure fair trade and consumer protection.", "register_url": "https://www.legislation.gov.au/search?query=Competition+and+Consumer+Act+2010" }, { "title": "Environment Protection and Biodiversity Conservation Act 1999", "year": "1999", "type": "Act", "role": "Outback Stores Pty Ltd adheres to this Act to protect the environment.", "register_url": "https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999" }, { "title": "Aboriginal and Torres Strait Islander Act 2005", "year": "2005", "type": "Act", "role": "Outback Stores Pty Ltd supports the welfare and rights of Aboriginal and Torres Strait Islander peoples.", "register_url": "https://www.legislation.gov.au/search?query=Aboriginal+and+Torres+Strait+Islander+Act+2005" }, { "title": "Fair Work Act 2009", "year": "2009", "type": "Act", "role": "Outback Stores Pty Ltd ensures compliance with employment standards and workplace relations.", "register_url": "https://www.legislation.gov.au/search?query=Fair+Work+Act+2009" }, { "title": "Public Governance, Performance and Accountability Act 2013", "year": "2013", "type": "Act", "role": "Outback Stores Pty Ltd adheres to this Act for corporate governance and accountability.", "register_url": "https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013" }, { "title": "Safety, Rehabilitation and Compensation Act 1988", "year": "1988", "type": "Act", "role": "Outback Stores Pty Ltd ensures workplace safety and compliance with rehabilitation and compensation.", "register_url": "https://www.legislation.gov.au/search?query=Safety%2C+Rehabilitation+and+Compensation+Act+1988" }, { "title": "Work Health and Safety Act 2011", "year": "2011", "type": "Act", "role": "Outback Stores Pty Ltd ensures compliance with health and safety regulations.", "register_url": 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