{ "entity_id": "QLD-Port-of-Townsville", "folder": "Port-of-Townsville", "name": "Port of Townsville", "type": "Government-Owned Corporation", "jurisdiction": "QLD", "portfolio": "Transport", "website": "https://www.townsville-port.com.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 17, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 4, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "Creating prosperity for our communities and value for our customers and shareholders through world-leading sustainable operations", "official_site_url": "https://www.townsville-port.com.au/", "source_documents": [ { "type": "annual_report", "title": "Annual Report 2024 - 2025 Document published on 14-10-2025 Download", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 1990 - 1991 Document published on 30-01-2024 Download", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/tsv_port_authority_annual_report_1990-1991.pdf", "period": "2024", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2023 - 2024 Document published on 26-09-2024 Download", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2022 - 2023 Document published on 03-10-2023 Download", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "Annual Report 2021 - 2022 Document published on 17-10-2022 Download", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf", "period": "2021-22", "confidence": "high" }, { "type": "strategie", "title": "Environmental and Social Values", "url": "https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle2/pot_1898_r1_environmental_and_social_values_surrounding_the_port_of_townsville_.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/quality_policy.pdf", "url": "https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle15/quality_policy.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/environmental_policy.pdf", "url": "https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle15/environmental_policy.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/information_security_policy_statement.pdf", "url": "https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle15/information_security_policy_statement.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/health_safety_and_wellbeing_policy.pdf", "url": "https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle15/health_safety_and_wellbeing_policy.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Statement of Corporate Intent 2024 - 2025", "url": "https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle13/5825t1354_tabled_sci_24-25.pdf", "period": "2024-25", "confidence": "medium" }, { "type": "strategie", "title": "Statement of Corporate Intent 2023 - 2024 Document published on 26-09-2024 Download", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2055-99d5_sci_2023-24.pdf", "period": "2023-24", "confidence": "medium" }, { "type": "strategie", "title": "Statement of Corporate Intent 2022 - 2023 Document published on 03-10-2023 Download", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_sci_5723t1461-a744.pdf", "period": "2022-23", "confidence": "medium" }, { "type": "strategie", "title": "Statement of Corporate Intent 2021 - 2022 Document published on 17-10-2022 Download", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2021-22_potl_sci_redacted_final.pdf", "period": "2021-22", "confidence": "medium" }, { "type": "strategie", "title": "Statement of Corporate Intent 2020 - 2021 Document published on 18-10-2021 Download", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/potl_2020-2021_sci_with_redactions.pdf", "period": "2020-21", "confidence": "medium" }, { "type": "strategie", "title": "Statement of Corporate Intent 2019 - 2020 Document published on 28-06-2021 Download", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_government_with_new_ministers_name_-_.pdf", "period": "2019-20", "confidence": "medium" }, { "type": "strategie", "title": "Statement of Corporate Intent 2018 - 2019 Document published on 28-06-2021 Download", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_deletions_1.pdf", "period": "2018-19", "confidence": "medium" } ], "purpose": { "text": "Creating prosperity for our communities and value for our customers and shareholders through world-leading sustainable operations", "source_url": "", "source_page": null, "source_deep_url": "" }, "vision": { "text": "Australia’s Port for the Future", "source_url": "", "source_page": 6, "source_deep_url": "" }, "strategic_priorities": [ { "title": "Prosperity", "description": "Prosperity", "source_url": "", "source_page": null, "source_deep_url": "" }, { "title": "Planet", "description": "Planet", "source_url": "", "source_page": null, "source_deep_url": "" }, { "title": "Community", "description": "Community", "source_url": "", "source_page": null, "source_deep_url": "" }, { "title": "People", "description": "People", "source_url": "", "source_page": null, "source_deep_url": "" } ], "values": [ { "name": "Partnerships", "description": "", "source_url": "", "source_page": null }, { "name": "Opportunities", "description": "", "source_url": "", "source_page": null }, { "name": "Respect", "description": "", "source_url": "", "source_page": null }, { "name": "Trust", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Trade and Business Opportunities", "description": "Generating prosperity for our region and value for our customers and shareholders through our growth and diversification of trade and business opportunities and ensuring that infrastructure and services across the supply chain are efficient, safe and secure, reliable and cost competitive.", "activities": [ "Infrastructure and service provision", "Trade and business diversification" ], "source_url": "", "source_page": null, "source_deep_url": "" }, { "name": "Outcome 2: Environmental Protection", "description": "Protecting and enhancing our natural environment by delivering on climate commitments, showcasing industry-leading practices, and partnering to support healthy reefs and ecosystems.", "activities": [ "Climate commitments", "Industry-leading practices", "Partnerships for ecosystem support" ], "source_url": "", "source_page": null, "source_deep_url": "" }, { "name": "Outcome 3: Community Engagement", "description": "Creating positive outcomes for our communities, creating vibrant waterfront destinations, giving back, building strong partnerships and being a valued neighbour improving connectivity and liveability.", "activities": [ "Community initiatives", "Partnerships", "Cultural awareness training" ], "source_url": "", "source_page": null, "source_deep_url": "" }, { "name": "Outcome 4: Workforce Development", "description": "Providing a great place to work, developing the capability of our people and a high performing culture to ensure we are well positioned to achieve our long-term strategic objectives and continue to attract, retain and develop our top talent.", "activities": [ "Workforce development", "Diversity, Equity and Inclusion", "Reconciliation Action Plan" ], "source_url": "", "source_page": null, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Port Channel Upgrade Project Completion", "target": "On-time, on-budget", "latest_result": "Completed in December 2024", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf", "result_source_page": null }, { "code": "CCE02", "measure": "Cruise Terminal Launch", "target": "Successful launch and operation", "latest_result": "Upgrades completed in late 2024", "status": "Achieved", "target_source_url": "", "target_source_page": null, "result_source_url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf", "result_source_page": null }, { "code": "CCE03", "measure": "Renewable Energy Cargo Laydown Area", "target": "Construction commencement", "latest_result": "Construction commenced", "status": "In progress", "target_source_url": "", "target_source_page": null, "result_source_url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "Creating prosperity for our communities and value for our customers and shareholders through world-leading sustainable operations", "Australia’s Port for the Future", "Prosperity", "Planet", "Community", "People" ], "watch_terms": [ "Port Channel Upgrade Project Completion", "Cruise Terminal Launch", "Renewable Energy Cargo Laydown Area" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Port of Townsville — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf)\n\n## Vision\n\n> Australia’s Port for the Future [CP p.6]\n\n## Our purpose / purposes\n\n> Creating prosperity for our communities and value for our customers and shareholders through world-leading sustainable operations\n\n## How we deliver\n\n> We build meaningful and lasting relationships, we continuously innovate each other, we respect each other, we do the right thing\n\n## Government priorities for this department\n\n- Prosperity\n- Planet\n- Community\n- People\n\n## Outcomes\n\n### Outcome 1: Trade and Business Opportunities\nGenerating prosperity for our region and value for our customers and shareholders through our growth and diversification of trade and business opportunities and ensuring that infrastructure and services across the supply chain are efficient, safe and secure, reliable and cost competitive.\n\n**Key activities:**\n- Infrastructure and service provision\n- Trade and business diversification\n\n### Outcome 2: Environmental Protection\nProtecting and enhancing our natural environment by delivering on climate commitments, showcasing industry-leading practices, and partnering to support healthy reefs and ecosystems.\n\n**Key activities:**\n- Climate commitments\n- Industry-leading practices\n- Partnerships for ecosystem support\n\n### Outcome 3: Community Engagement\nCreating positive outcomes for our communities, creating vibrant waterfront destinations, giving back, building strong partnerships and being a valued neighbour improving connectivity and liveability.\n\n**Key activities:**\n- Community initiatives\n- Partnerships\n- Cultural awareness training\n\n### Outcome 4: Workforce Development\nProviding a great place to work, developing the capability of our people and a high performing culture to ensure we are well positioned to achieve our long-term strategic objectives and continue to attract, retain and develop our top talent.\n\n**Key activities:**\n- Workforce development\n- Diversity, Equity and Inclusion\n- Reconciliation Action Plan\n\n## Values and principles\n\n- Partnerships\n- Opportunities\n- Respect\n- Trust\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Port Channel Upgrade Project Completion | On-time, on-budget | |\n| CCE02 | Cruise Terminal Launch | Successful launch and operation | |\n| CCE03 | Renewable Energy Cargo Laydown Area | Construction commencement | |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Port Channel Upgrade Project Completion | Completed in December 2024 | Achieved | |\n| CCE02 | Cruise Terminal Launch | Upgrades completed in late 2024 | Achieved | |\n| CCE03 | Renewable Energy Cargo Laydown Area | Construction commenced | In progress | |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Port of Townsville - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:52:17.194265+00:00\n**Entity ID**: QLD-Port-of-Townsville\n**Entity type**: Government-Owned Corporation\n**Jurisdiction**: QLD\n**Portfolio**: Transport\n**Website**: https://www.townsville-port.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 | 4 |\n| pages | 6 |\n| strategies | 12 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 5]\n, . , PORT.,TOWNSVILLE\nMESSAGE FROM THE CHIEF EXECUTIVE OFFICER\nWe are pleased to deliver another strong operating result for Our sustainability objectives, including environmental, social and\nthe year of $17.55 million, a slight increase on the previous year governance, will continue to be advanced through Port Vision\n(2022: $17.50 million).\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- 3\nOUR VISION 3\nOUR PURPOSE 3\nOUR VALUES 3\nOUR BUSINESS 3\nOUR MAIN UNDERTAKINGS 3\n2.\n Source: `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_deletions_1.pdf)`\n- The CU Project ER Plan is intended to ensure that\nappropriate human resources are acquired with the necessary skills, employed in accordance with\nthe legislative framework and trained if any skill gaps are identified\nStrategies and key actions to be implemented during 2019 – 2020 are as follows:\nPerformance\nStrategy Performance Measure Performance Target\nOutcome\nPromote POTL as an (cid:131) Employee satisfaction (cid:131) % successful completion of (cid:131) > 100% successful\nemployer of choice to (cid:131) Improved recruitment qualifying periods completion\nattract and retain outcomes (cid:131) Number of applications for (cid:131) > 6 applications received\nemployees who align advertised positions for each advertised\nwith POTL’s business position\nobjectives\nEnsure workplace (cid:131) Workplace free from (cid:131) Number of incidents of (cid:131) Nil incidents of\n Source: `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_government_with_new_ministers_name_-_.pdf)`\n- KEY STRATEGIC ACTIONS\nThe following table outlines the Port’s key actions for 2021-2022 to achieve its strategic objectives:\nPLANET PLANET ACTIONS\nTARGET 2022\nOBJECTIVE INITIATIVE 2021 - 2022\nDrive environmental management  Integrate environmental management and sustainability across all  Integrated management systems externally\nexcellence Port systems to drive continuous improvement. audited\n Continue extensive monitoring programs around the Port to share\nINDUSTRY LEADING  Real time dashboards for monitoring available on\nknowledge of environmental conditions - including new real time\nPRACTICES Minimise emissions from port Port’s website with a new real time air dashboard\nair monitoring\noperations and create positive developed for boundary air stations.\noutcomes  Review emissions profiles and identify options to minimize  Emissions reduction program implementation\nemissions (e.g.\n Source: `strategies/2021-22_potl_sci_redacted_final.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2021-22_potl_sci_redacted_final.pdf)`\n\n### Role and Functions\n\n- SPECIAL RESPONSIBILITIES\nMember of the Audit and Risk Committee 1 July to 31 December 2023 Member of the Sustainability Committee\nMr David Waters, Non-executive director\nAppointed 1 October 2023, Term of Office - to 30 September 2027\nEXPERIENCE AND EXPERTISE\nDavid is an experienced senior executive with a proven record in leading human resources functions across the Queensland public sector for the past 15 years.\n Source: `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)`\n- SPECIAL RESPONSIBILITIES\nMember of the Audit and Risk Committee\nMr David Waters, Non-executive director\nAppointed 1 October 2023, Term of Office - to 30 September 2027\nEXPERIENCE AND EXPERTISE\nDave is an experienced senior executive with a proven record in leading human resources functions across the Queensland public sector for the past 15 years.\n Source: `annual-reports/2024-25.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf)`\n- SPECIAL RESPONSIBILITIES\nChair of the Strategy, Innovation and Development Committee\nChair of the Audit and Risk Committee, from 1 July 2022 to 13 October 2022\nMs Tess Bishop, Non-executive director\nAppointed 1 October 2021, Resigned - to 30 June 2023\nEXPERIENCE AND EXPERTISE\nTess Bishop has had an extensive senior leadership career within the public service, at both a State and Federal government level.\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- Audit and Risk Committee\nEffective 1 January 2024\nChair – Ms Vanessa (Fernandes) Sullivan\nMembers – Ms Danielle O’Toole and Ms Connie Navarro\nEffective from 1 July 2023 to 31 December 2023\nChair – Ms Vanessa (Fernandes) Sullivan\nMembers – Ms Danielle O’Toole and Ms Ann Sherry\nThe primary objective of the Audit and Risk Committee is to assist the Board in fulfilling its corporate governance and oversight\nresponsibilities in respect to the quality and integrity of financial reporting, the performance of the external audit, effectiveness\nand objectivity of the internal audit plan, and oversight of the internal control system for financial reporting, accounting records,\nbusiness risks and compliance activities.\n Source: `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)`\n- SPECIAL RESPONSIBILITIES\nChair of the Board 1 July 2023 to 31 December 2023 Member of the Audit and Risk Committee\nMember of the Strategy, Innovation and Development Committee 1 July 2023 to 31 December 2023 Chair of the Sustainability Committee\nMs Connie Navarro, Non-executive director\nInitial appointment 1 October 2020, Last re-appointment 1 October 2023, Term of Office - to 30 September 2027\nEXPERIENCE AND EXPERTISE\nConnie is a legal practitioner with over 20 years’ experience in the legal industry.\n Source: `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)`\n- SPECIAL RESPONSIBILITIES\nChair of the Audit and Risk Committee 1 July 2023 to 31 December 2023 Member of the Strategy, Innovation and Development Committee\nMember of the Sustainability Committee\nDuring the year and through to the date of the report, the following director(s) retired or their Term of Office expired:\nHonourable Mike Reynolds CBE, AM, BSW, MAICD Non-executive director\nAppointed 16 December 2016, Term of Office - to 30 September 2023\nEXPERIENCE AND EXPERTISE\nMike has extensive experience as a Chairman, Deputy Chairman and Director of the Boards of Corporations, Statutory Authorities and not-for-profit companies.\n Source: `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)`\n\n### Strategic Priorities\n\n- Port of Townsville released Port Vision 2050 in December 2020.\n• The priorities included in the 2022 QSR include Environment\nIn Port Vision 2050, we identified 12 strategic objectives across\n(climate change transition and physical, natural capital),\nour four priority areas of Prosperity, Planet, Community and\nSocial (good jobs, better services, and great lifestyle) and\nPeople which provide the foundations and balanced approach for\nGovernance (economic and fiscal performance).\nour strategic direction.\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- PERFORMANCE (cid:131) Commitment to Government’s Debt Action Plan and 100% dividend policy.\n(cid:131) Development of robust Business Cases for critical infrastructure which achieve an\nappropriate rate of return.\n(cid:131) Accountability in performance by providing clear linkages between the\nachievement of strategic objectives, key performance targets and performance\npayments.\n(cid:131) Development of commercial strategies aimed at expanding and diversifying trade.\n(cid:131) Continued work with Government and industry to implement policy and\nBUSINESS regulatory settings that will facilitate efficient and cost-effective coastal shipping\nDEVELOPMENT for Townsville.\n(cid:131) Investigation and pursuit of opportunities that improve supply chain efficiencies.\n(cid:131) Long Term Planning for the Queensland Freight Strategy.\n Source: `strategies/potl_2020-2021_sci_with_redactions.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/potl_2020-2021_sci_with_redactions.pdf)`\n- STRATEGIC OBJECTIVES\nIn Port Vision 2050, we identified 12 strategic objectives across our four priority areas of Prosperity, Planet, Community and\nPeople which provide the foundations and balanced approach for our strategic direction.\n Source: `strategies/5724t2055-99d5_sci_2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2055-99d5_sci_2023-24.pdf)`\n- Strategies and key actions to be implemented during 2023 – 2024 are as follows:\nPRIORITY ACTIONS\nSTRATEGIC OBJECTIVE\nAREA 2023 - 2024\n• Provide training for employees in Cultural Awareness and Diversity and Inclusion\n• Implement Health and Wellbeing Program initiatives\nEmployer of Choice\n• Provide opportunities for Entry-Level Training and Development\n• Provide year-round learning and development opportunities for employees\nPEOPLE Develop Talent\n• Complete development of the Workforce Planning Framework\nHigh Performing Culture • Continue to implement improvements to the workplace, systems and technology to enhance\nproductivity and efficiencies\n• Continue to implement the Smart Port Framework and initiatives\n2.\n Source: `strategies/5724t2055-99d5_sci_2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2055-99d5_sci_2023-24.pdf)`\n- [Page 6]\nABOUT US\nVision\nAustralia’s Port for the future\nMission\nCreating prosperity for our communities and value for our customers and shareholders through world-leading sustainable operations\nValues\nPartnerships We build meaningful and lasting relationships\nOpportunities We continuously innovate\nRespect We respect each other\nTrust We do the right thing\nOUR STRATEGIC PRIORITIES\nThis Annual Report provides an overview of the Port’s performance against its strategic objectives outlined in its Statement of Corporate\nIntent for 2021-22 .\n Source: `annual-reports/2021-22.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf)`\n- TOWNSVILLE\nOUR STRATEGIC DIRECTION\nVision SUSTAINABILITY\nAustralia’s Port for the Future\n• The development of Port Vision 2050 was informed by the\nMission\nUnited Nations’ Sustainable Development Goals (SDGs) and\nCreating prosperity for our communities and value for our\na stakeholder materiality assessment, which consolidated\ncustomers and shareholders through world-leading sustainable\ninsights from staff, stakeholders and the community.\noperations\n• In December 2022, the Queensland Government released the\nValues 2022 Queensland Sustainability Report (2022 QSR) which\nPartnerships We build meaningful and lasting relationships established its priorities for managing sustainability risks and\nopportunities and provides information on the key policies\nOpportunities We continuously innovate being implemented to develop a resilient and sustainable\nfuture.\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- TOWNSVILLE\nOUR STRATEGIC DIRECTION\nVision\nAustralia’s Port for the Future\nMission\nCreating prosperity for our communities and value for our customers\nand shareholders through world-leading sustainable operations\nValues\nPartnerships Opportunities Respect Trust\nWe build meaningful We continuously innovate We respect each other We do the right thing\nand lasting relationships\nOur 12 strategic objectives across our four priority areas of Prosperity, Planet, Community and People provide the foundations and\nbalanced approach for our strategic direction.\n Source: `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)`\n- Strategy • Key Action Estimated Completion\nby end of Reporting\nPeriod\n(%)\nAttract Great People, • Promote and Administer Managers & Leaders Program 80%\nEngage and Retain • Develop Long-Term Workforce Plan 80%\nThem • Benchmark POTL as Employer of Choice 80%\n• Implement Employee Engagement & Retention Strategy 80%\n• Refresh of Employee Relations (ER) Intranet Web Portal 80%\n• Implement Employee and Industrial Relations (E&IR) 100%\nP lan for CCU Project\nStrong Team Culture, • Safety Culture Organizational Culture Diagnostic 100%\nSafe Workplace & Instrument Survey\nPlace People Enjoy • Review Safety Management System 100%\nWorking • R eview of Incident Management System 100%\nSmart Technology & • Start Implementation of PIMs 100%\nSystems that Support • Implementation of recommendations of Enterprise 60%\nStrategic Priorities Resources Plan /Information Communication\nTechnology Systems review\n Source: `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_deletions_1.pdf)`\n- [pages 8,9,10]\ntention Strategy 80%\n• Refresh of Employee Relations (ER) Intranet Web Portal 80%\n• Implement Employee and Industrial Relations (E&IR) 100%\nP lan for CCU Project\nStrong Team Culture, • Safety Culture Organizational Culture Diagnostic 100%\nSafe Workplace & Instrument Survey\nPlace People Enjoy • Review Safety Management System 100%\nWorking • R eview of Incident Management System 100%\nSmart Technology & • Start Implementation of PIMs 100%\nSystems that Support • Implementation of recommendations of Enterprise 60%\nStrategic Priorities Resources Plan /Information Communication\nTechnology Systems review\n• Develop Mobile Workforce Strategy 80%\n• Develop Business Intelligence Strategy 80%\n• Geographic Information System Strategic Needs Review 50%\nSTATEMENT OF CORPORATE INTENT 2018-2019 PAGE 7 OF 27\n Source: `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_deletions_1.pdf)`\n- Strategies and key actions to be implemented during 2024 – 2025 are as follows:\nPRIORITY ACTIONS\nSTRATEGIC OBJECTIVE\nAREA 2024 - 2025\n• Continue to implement year two actions in accordance with the Port’s Diversity, Equity and Inclusion\nPlan.\n Source: `strategies/5825t1354_tabled_sci_24-25.pdf (https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle13/5825t1354_tabled_sci_24-25.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- The CU Project ER Plan is intended to ensure that\nappropriate human resources are acquired with the necessary skills, employed in accordance with\nthe legislative framework and trained if any skill gaps are identified\nStrategies and key actions to be implemented during 2019 – 2020 are as follows:\nPerformance\nStrategy Performance Measure Performance Target\nOutcome\nPromote POTL as an (cid:131) Employee satisfaction (cid:131) % successful completion of (cid:131) > 100% successful\nemployer of choice to (cid:131) Improved recruitment qualifying periods completion\nattract and retain outcomes (cid:131) Number of applications for (cid:131) > 6 applications received\nemployees who align advertised positions for each advertised\nwith POTL’s business position\nobjectives\nEnsure workplace (cid:131) Workplace free from (cid:131) Number of incidents of (cid:131) Nil incidents of\n Source: `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_government_with_new_ministers_name_-_.pdf)`\n- [Page 21]\nPerformance\nStrategy Performance Measure Performance Target\nOutcome\nProvision of corporate (cid:131) Improved productivity (cid:131) $ value of productivity savings (cid:131) $1,204,124 in productivity\nmanagement systems and output over term of Enterprise savings over term of\nand technologies to (cid:131) External certification Agreements Enterprise Agreements\nsupport more efficient of corporate (cid:131) External certification of all (cid:131) Systems externally\nand productive output management systems corporate management certified\nsystems\nMaintain an equitable (cid:131) Equity training (cid:131) % of employees trained in (cid:131) 100% of employees\nand safe workplace provided to equitable workplace trained in equitable\nemployees behaviours workplace behaviours\n(cid:131) Nil Lost Time Injury (cid:131) LTIFR (cid:131) Nil LTIFRs\n Source: `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_government_with_new_ministers_name_-_.pdf)`\n- [Page 19]\nEXPORTS\nExports totalled 4,628,904 tonnes across Townsville and Lucinda ports in 2024-25, noting this was 4% below the result achieved in the\npreceding year.\n Source: `annual-reports/2024-25.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf)`\n- The Port's operating result for the year after income tax increased signficantly at $17.50 million, increasing by 22.11% on the previous year (2021: $14.33 million).\n Source: `annual-reports/2021-22.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf)`\n- [Page 40]\nStatement of Comprehensive Income\nPort of Townsville Limited\nAnnual Financial Statements\nfor the year ended 30 June 2022 2021-2022\nNotes 2022 2021\n$ $\nREVENUES\nUser Charges 2(A) 81,879,685 75,758,959\nInterest Received 217,780 169,344\nOther Revenue 2(A) 492,912 325,290\nFair Value Gains on Investment Properties 3(G) 1,806,770 917,207\n8844,,339977,,114477 77 77,,117700,,880000\nEXPENSES\nEmployee Related Expenses 2(B) 19,195,428 18,520,272\nSupplies and Services 2(B) 16,601,674 17,308,218\nDepreciation and Amortisation Expense 3(F) 16,760,338 13,077,237\nFinance Costs 2(B) 4,238,040 4 ,891,266\nOther Expenses 2(B) 2,980,682 2 ,906,076\nAsset Revaluation Decrement 3(E) 549,906 -\n6600,,332266,,006688 55 66,,770033,,006699\nOPERATING RESULT BEFORE INCOME TAX EXPENSE 2244,,007711,,007799 22 00,,446677,,773322\nIncome Tax Expense 2(C) ( 6,576,019) (6,140,534)\n Source: `annual-reports/2021-22.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf)`\n- [Page 42]\nStatement of Changes in Equity\nPort of Townsville Limited\nAnnual Financial Statements\nfor the year ended 30 June 2022 2021-2022\nNotes 2022 2021\n$ $\nCONTRIBUTED EQUITY\nBalance at beginning of the year 207,879,706 162,879,706\nShares Issued 10,000,000 45,000,000\nBalance at the end of the year 3(M) 221177,,887799,,770066 220077,,887799,,770066\nACCUMULATED SURPLUS\nBalance at beginning of the year 146,631,612 145,451,540\nOperating result for the year 17,495,060 14,327,198\nTransfer from reserves on disposal / derecognition of property, plant and equipment (205,712) 568,611\nDeferred tax adjustment for disposals of property, plant and equipment 61,714 ( 170,585)\nDividends provided for 3(O) - (13,545,152)\nBalance at the end of the year 116633,,998822,,667744 114466,,663311,,661122\nASSET REVALUATION SURPLUS\nBalance at beginning of the year 297,231,803 221,351,085\n Source: `annual-reports/2021-22.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf)`\n- Current tax - credited directly to equity 61,714 (170,583)\nNet deferred tax - debited/(credited) direct to equity as a result of net increment in Revaluation Surpluses 16,911,743 (32,520,307)\n16,973,456 (32,690,891)\nPage 17 of 36\nAnnual Report 2021-22 47\n Source: `annual-reports/2021-22.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf)`\n- Borrowings recorded a market value adjustment of -$4,587,364 (2021: $11,871,054) principally as a result of past movements in the market value of liabilities in\nthe Debt Pools.\n Source: `annual-reports/2021-22.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf)`\n- [Page 5]\n, . , PORT.,TOWNSVILLE\nMESSAGE FROM THE CHIEF EXECUTIVE OFFICER\nWe are pleased to deliver another strong operating result for Our sustainability objectives, including environmental, social and\nthe year of $17.55 million, a slight increase on the previous year governance, will continue to be advanced through Port Vision\n(2022: $17.50 million).\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- REVIEW OF OPERATIONS\nA continued focus on revenue diversification and cost management delivered profit from continuing operations before income tax expense at $24.55 million\n(2022: $24.07 million) The Port's operating result for the year after income tax increased slightly at $17.55 million, increasing by 0.33% on the previous year\n(2022: $17.50 million).\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- [Page 42]\nStatement of Comprehensive Income Port of Townsville Limited\nAnnual Financial Statements\nfor the year ended 30 June 2023 2022-2023\nNotes 2023 2022\n$ $\nREVENUES\nUser Charges 2(A) 81,179,663 81,879,685\nInterest Received 884,664 2 17,780\nOther Revenue 2(A) 4 ,725,960 4 92,912\nReversal of Prior Year Decrement 2(A) 366,352 -\nFair Value Gains on Investment Properties 3(I) 2 ,311,545 1,806,770\n89,468,184 84,397,147\nEXPENSES\nEmployee Related Expenses 2(B) 20,741,560 19,195,428\nSupplies and Services 2(B) 21,698,207 16,601,674\nDepreciation and Amortisation Expense 2(B) 15,361,599 16,760,338\nFinance Costs 2(B) 3 ,967,081 4,238,040\nOther Expenses 2(B) 3 ,150,799 2,980,682\nAsset Revaluation Decrement 3(F) - 5 49,906\n64,919,246 60,326,068\nOPERATING RESULT BEFORE INCOME TAX EXPENSE 24,548,938 24,071,079\nIncome Tax Expense 2(C) (6,995,735) (6,576,019)\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- [Page 44]\nStatement of Changes in Equity Port of Townsville Limited\nAnnual Financial Statements\nfor the year ended 30 June 2023 2022-2023\nNotes 2023 2022\n$ $\nCONTRIBUTED EQUITY\nBalance at beginning of the year 217,879,706 207,879,706\nShares Issued 30,000,000 10,000,000\nBalance at the end of the year 3(P) 247,879,706 2 17,879,706\nACCUMULATED SURPLUS\nBalance at beginning of the year 163,982,674 146,631,612\nOperating result for the year 17,553,203 17,495,060\nTransfer from reserves on disposal / derecognition of property, plant and equipment 30,740 (205,712)\nDeferred tax adjustment for disposals of property, plant and equipment (9,222) 61,714\nDividends provided for 3(R) (15,678,676) -\nBalance at the end of the year 165,878,720 1 63,982,674\nASSET REVALUATION SURPLUS\nBalance at beginning of the year 257,771,070 297,231,803\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- Current tax - credited directly to equity 9,222 61,714\nNet deferred tax - debited/(credited) direct to equity as a result of net increment in Revaluation Surpluses (12,946,402) 16,911,743\n(12,937,180) 16,973,456\n(ii) DEFERRED TAXES\nDeferred Tax Assets\nThe balance comprises temporary differences attributable to:\nAmounts recognised in the statement of comprehensive income\nAllowance for doubtful debts 12,696 2 78,516\nAccrued payables 938,644 1 20,677\nProvision for annual leave 465,566 4 68,324\nProvision for long service leave - current 799,538 7 71,540\nProvision for long service leave - non current 187,930 1 55,668\nAccrued employee benefits 8,104 10,345\nProperty, Plant and Equipment - -\nLease Liabilities 1 ,188,803 1,209,828\nDeferred grant revenue 5 ,400,000 5,760,000\nTotal Deferred Tax Assets 9 ,001,281 8,774,899\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- Borrowings recorded a market value adjustment of -$6,759,765 (2022: of -$4,587,364 ) principally\nas a result of past movements in the market value of liabilities in the Debt Pools.\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| 18.5 million | Unobservable Input Input Relationship of unobservable input to fair value\nDiscount Rate 7.79% The higher the discount rate the lower the fair value\nCPI/Inflation 2.50% The higher the CPI rate the higher the fair value\nTerminal Value EBIT multiple (17.5) The higher the terminal value the higher the fair value\nForecast Trade Maximum volumes of 18.5 million tonnes The higher the trade forecast the higher the fair value\nOther Revenue As per Approved | `annual-reports/2021-22.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf)` |\n| 20.3 million | Unobservable Input Input Relationship of unobservable input to fair value\nDiscount Rate 8.53% The higher the discount rate the lower the fair value\nCPI/Inflation 2.50% The higher the CPI rate the higher the fair value\nTerminal Value EBIT multiple (14.8) The higher the terminal value the higher the fair value\nForecast Trade Maximum volumes of 20.3 million tonnes The higher the trade forecast the higher the fair value\nOther Revenue As per Approved | `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)` |\n| 20.5 million | Unobservable Input Input Relationship of unobservable input to fair value\nDiscount Rate 8.30% The higher the discount rate the lower the fair value\nCPI/Inflation 2.50% The higher the CPI rate the higher the fair value\nTerminal Value EBIT multiple (13.5) The higher the terminal value the higher the fair value\nForecast Trade Maximum volumes of 20.5 million tonnes The higher the trade forecast the higher the fair value\nOther Revenue As per Approved | `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)` |\n| 19.8 million | Unobservable Input Input Relationship of unobservable input to fair value\nDiscount Rate 8.46% The higher the discount rate the lower the fair value\nCPI/Inflation 2.50% The higher the CPI rate the higher the fair value\nTerminal Value EBIT multiple (13.1) The higher the terminal value the higher the fair value\nForecast Trade Maximum volumes of 19.8 million tonnes The higher the trade forecast the higher the fair value\nOther Revenue As per Approved | `annual-reports/2024-25.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf)` |\n| $24.55 million, $24.07 million, $17.55 million, $17.50 million, 24.55 million, 24.07 million | REVIEW OF OPERATIONS\nA continued focus on revenue diversification and cost management delivered profit from continuing operations before income tax expense at $24.55 million\n(2022: $24.07 million) The Port's operating result for the year after income tax increased slightly at $17.55 million, increasing by 0.33% on the previous year\n(2022: $17.50 million). | `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)` |\n| $232 million, 232 million | Average variance to terminal value\ncalculations from 20 to 90 years is 3.72%.\n● Future capital expenditure beyond that already approved in the budget has been limited to the replacement of existing assets, noting the $232 million Channel Capacity\nUpgrade project is included. | `annual-reports/2021-22.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf)` |\n| $102.21 million, $98.25 million, $8.33 million, $17.15 million, $25.48 million, 102.21 million | The resulting revenue of $102.21 million (2024: $98.25 million) generated a $8.33 million decrease\nto profit before income tax expense of $17.15 million (2024: $25.48 million). | `annual-reports/2024-25.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf)` |\n| $19,232,048 , $79,684,239\n, $3 million, $1 million, 3 million, 1 million | Other Minor asset\nreplacements\nand acquisitions\nand minor POTL\n16 March\ninfrastructure Board / 16,244,444 6,680,364 Jun-19\n2018\nworks around the CEO\nPort of\nTownsville and\nLucinda\nTOTAL $19,232,048 $79,684,239\nConsistent with advice of shareholding Ministers by correspondence dated 29 August 2012, any future capital\ninvestments and revenue contracts over $3 million will require approval of shareholding Ministers, and any capital\ninvestments over | `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_deletions_1.pdf)` |\n| $24.07 million, $20.47 million, 24.07 million, 20.47 million | REVIEW OF OPERATIONS\nProfit from continuing operations before income tax expense remained strong at $24.07 million (2021: $20.47 million) with a continued focus on revenue diversification and cost\nmanagement. | `annual-reports/2021-22.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf)` |\n| $25.48 million, $24.55 million, 25.48 million, 24.55 million | REVIEW OF OPERATIONS\nA continued focus on revenue diversification and cost management delivered profit from continuing operations before income tax expense at $25.48 million\n(2023: $24.55 million). | `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)` |\n| $251 , $40 million, $5.9 million, 40 million, 5.9 million | [Page 8]\nNew Cargo $251 Channel Upgrade 2024 Australian\nLaydown Area Project Completion Port of the Year\nConstruction commenced Channel Upgrade project was Port of Townsville was named\non a $40 million 14 hectare completed on-time, on-budget 2024 Australian Port of the\nproject cargo laydown area enabling 306m LOA vessel access Year at the DCN Australian\nShipping and Maritime\nIndustry Awards\nKEY\nHIGHLIGHTS\n2024-25\nReflect RAP 160th Port Anniversar | `annual-reports/2024-25.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf)` |\n| $19.23 million, $53.60 million, 19.23 million, 53.60 million | Overall\nfor 2017-2018, POTL expects total capital expenditure to be approximately $19.23 million, or 64% less than the budget\nof $53.60 million largely due to the timings associated with Channel Capacity Upgrade Project. | `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_deletions_1.pdf)` |\n| $1,204,124 | [Page 21]\nPerformance\nStrategy Performance Measure Performance Target\nOutcome\nProvision of corporate (cid:131) Improved productivity (cid:131) $ value of productivity savings (cid:131) $1,204,124 in productivity\nmanagement systems and output over term of Enterprise savings over term of\nand technologies to (cid:131) External certification Agreements Enterprise Agreements\nsupport more efficient of corporate (cid:131) External certification of all ( | `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_government_with_new_ministers_name_-_.pdf)` |\n| $17.50 million, $14.33 million, 17.50 million, 14.33 million | The Port's operating result for the year after income tax increased signficantly at $17.50 million, increasing by 22.11% on the previous year (2021: $14.33 million). | `annual-reports/2021-22.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf)` |\n| $4,587,364 , $11,871,054 | Borrowings recorded a market value adjustment of -$4,587,364 (2021: $11,871,054) principally as a result of past movements in the market value of liabilities in\nthe Debt Pools. | `annual-reports/2021-22.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf)` |\n| $17.55 million, $17.50 million, 17.55 million, 17.50 million | [Page 5]\n, . , PORT.,TOWNSVILLE\nMESSAGE FROM THE CHIEF EXECUTIVE OFFICER\nWe are pleased to deliver another strong operating result for Our sustainability objectives, including environmental, social and\nthe year of $17.55 million, a slight increase on the previous year governance, will continue to be advanced through Port Vision\n(2022: $17.50 million). | `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)` |\n| $24.55 million, $24.07 million, $17.55 million, $17.50 million, 24.55 million, 24.07 million | REVIEW OF OPERATIONS\nA continued focus on revenue diversification and cost management delivered profit from continuing operations before income tax expense at $24.55 million\n(2022: $24.07 million) The Port's operating result for the year after income tax increased slightly at $17.55 million, increasing by 0.33% on the previous year\n(2022: $17.50 million). | `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)` |\n| $6,759,765 , $4,587,364 | Borrowings recorded a market value adjustment of -$6,759,765 (2022: of -$4,587,364 ) principally\nas a result of past movements in the market value of liabilities in the Debt Pools. | `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)` |\n| $17.92 million, $17.55\nmillion, 17.92 million, 17.55\nmillion | The Port's operating result for the year after income tax was $17.92 million, an increase of 2.11% on the previous year (2023: $17.55\nmillion). | `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)` |\n\n## Key Achievements\n\n- This program strengthens resilience, promotes inclusive\nManagement Executive Board Employees behaviours and ensures consistent support for employees across\n(Grade 5 Leadership all levels.\nor above) Team\nDELIVERING A MAJOR DIGITAL MILESTONE\nThe Port’s inclusive culture is reflected in the 2024-25 Employee\nEngagement Survey results: Through 2024-25, a standout achievement was the progress on\nthe new Enterprise Resource Planning (ERP) system, scheduled for\n• 82% of employees reported satisfaction working at the Port\nlaunch in 2025-26.\n Source: `annual-reports/2024-25.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf)`\n- [Page 8]\nNew Cargo $251 Channel Upgrade 2024 Australian\nLaydown Area Project Completion Port of the Year\nConstruction commenced Channel Upgrade project was Port of Townsville was named\non a $40 million 14 hectare completed on-time, on-budget 2024 Australian Port of the\nproject cargo laydown area enabling 306m LOA vessel access Year at the DCN Australian\nShipping and Maritime\nIndustry Awards\nKEY\nHIGHLIGHTS\n2024-25\nReflect RAP 160th Port Anniversary Cruise Terminal\nLaunch Celebration Upgrades\nReflect RAP endorsed by Townsville Port celebrated 160 years $5.9 million upgrade of\nReconciliation Australia of operations culminating in a Quayside Terminal transport\nstakeholder breakfast infrastructure to cater for\nlarger cruise vessels and\nimprove energy efficiency\n8 PORT OF TOWNSVILLE LIMITED\n Source: `annual-reports/2024-25.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf)`\n- A community event to\n160th Anniversary acknowledge significant milestone\n- - 20,000 20,000 - - - 100\nCommunity Event(s) in the Port’s history, to reflect on\npast achievements.\n Source: `strategies/5825t1354_tabled_sci_24-25.pdf (https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle13/5825t1354_tabled_sci_24-25.pdf)`\n- REVIEW OF OPERATIONS\nA continued focus on revenue diversification and cost management delivered profit from continuing operations before income tax expense at $24.55 million\n(2022: $24.07 million) The Port's operating result for the year after income tax increased slightly at $17.55 million, increasing by 0.33% on the previous year\n(2022: $17.50 million).\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- The CU Project ER Plan is intended to ensure that\nappropriate human resources are acquired with the necessary skills, employed in accordance with\nthe legislative framework and trained if any skill gaps are identified\nStrategies and key actions to be implemented during 2019 – 2020 are as follows:\nPerformance\nStrategy Performance Measure Performance Target\nOutcome\nPromote POTL as an (cid:131) Employee satisfaction (cid:131) % successful completion of (cid:131) > 100% successful\nemployer of choice to (cid:131) Improved recruitment qualifying periods completion\nattract and retain outcomes (cid:131) Number of applications for (cid:131) > 6 applications received\nemployees who align advertised positions for each advertised\nwith POTL’s business position\nobjectives\nEnsure workplace (cid:131) Workplace free from (cid:131) Number of incidents of (cid:131) Nil incidents of\n Source: `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_government_with_new_ministers_name_-_.pdf)`\n- PERFORMANCE (cid:131) Commitment to Government’s Debt Action Plan and 100% dividend policy.\n(cid:131) Development of robust Business Cases for critical infrastructure which achieve an\nappropriate rate of return.\n(cid:131) Accountability in performance by providing clear linkages between the\nachievement of strategic objectives, key performance targets and performance\npayments.\n(cid:131) Development of commercial strategies aimed at expanding and diversifying trade.\n(cid:131) Continued work with Government and industry to implement policy and\nBUSINESS regulatory settings that will facilitate efficient and cost-effective coastal shipping\nDEVELOPMENT for Townsville.\n(cid:131) Investigation and pursuit of opportunities that improve supply chain efficiencies.\n(cid:131) Long Term Planning for the Queensland Freight Strategy.\n Source: `strategies/potl_2020-2021_sci_with_redactions.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/potl_2020-2021_sci_with_redactions.pdf)`\n- [pages 7,8,9]\ne Plan Gazetted\n(cid:131) Complete Berth 4 Cranes & Cargo Terminal\nStrategic Asset Management (cid:131) Berth 4 Cranes & Cargo Terminal\nCapacity For (cid:131) Berth Capacity Review Investigation/Design Operational\nGrowth\n(cid:131) Development Strategic Asset Management Framework\nTarget investment to facilitate efficient growth (cid:131) Prepare East Port Precinct (cid:131) Design Completed\nacross the supply chain\n(cid:131) Refresh safety strategy\nIndustry-leading safety practices (cid:131) Zero harm to employees\n(cid:131) ISO45001 Pre-certification audit\nSafe & Secure\n(cid:131) Maritime Security Plan review\nSecurity controls and future resilience (cid:131) Baseline completed\nprotections for critical assets and people (cid:131) Develop baseline measurement for Resilience\nMeasurement Index\n7\n Source: `strategies/potl_2020-2021_sci_with_redactions.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/potl_2020-2021_sci_with_redactions.pdf)`\n- COMMUNITY ACTIONS\nCOMMUNITY INITIATIVE TARGET 2022\nOBJECTIVE 2021-2022\n Monitor and Review community survey method and results\nCreate positive outcomes for  Port Amenity Plan staged implementation.\nthe community  Accumulated Noise modelling and action plan for Port Buffer\nzones  Community andn Stakeholder Actions\nBE A GOOD completed\n Implement Community & Stakeholder Plan Actions\nNEIGHBOUR  To be in the top 10 of trusted business in\nBuild trust through engagement  Build an action plan with CLG members to encourage more Townsville\nengagement\nand responsiveness\n Implement complaints process and actively monitor feedback\n Identify a survey metric for trusted businesses in the region\nSupport local industry and  Community Fund 2 Round 2\neducational collaboration  Procurement Information session held with industry  Community projects worth $50,000\nSTRONG\nsupported\nCOMMUNITIES &\n Source: `strategies/2021-22_potl_sci_redacted_final.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2021-22_potl_sci_redacted_final.pdf)`\n- Strategies and key actions to be implemented during 2021 – 2022 are as follows:\nSTRATEGY PERFORMANCE OUTCOME ACTIONS PERFORMANCE TARGET\nEmployer of Choice Attract local talent and embrace Implement diversity and Diversity and inclusion strategy\ndiversity, equality and inclusion inclusion strategy and program implemented\nDiversity targets agreed\nEmployer of Choice Partner to create entry level Create 1 new entry level 1 new entry level position filled\npathways to attract and retain position\nlocal talent\nDevelop Talent Instil a culture of lifelong Continued enhancement of 60% of employees have\nlearning learning systems developed the talent to meet\nDevelopment plans online their role requirements\nOnline learning enhancements 1.5% of work hours dedicated to\nlearning activities\nOnline learning is doubled\n Source: `strategies/2021-22_potl_sci_redacted_final.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2021-22_potl_sci_redacted_final.pdf)`\n- [Page 14]\nOUTER HARBOUR DEVELOPMENT RENEWABLE ENERGY LAYDOWN PRECINCT\nThis year we have continued to progress investigations towards Over the last 12 months we have completed a business case for\nthe next stage of our port expansion, the $690 million Outer the construction of a $47 million Renewable Energy Laydown\nHarbour Development which involves construction of two Precinct.\n Source: `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)`\n- Target investment to facilitate\n Prepare East Port Precinct  Preliminary design complete\nefficient and sustainable growth\n Progress Channel Upgrade Project  Project on budget and schedule\nacross the supply chain\n Implementation of Safety Strategy, including refresh of safety risk\nIndustry-leading practices to keep\ntools port safety induction  Total Recordable Injury Frequency rate <10\nthe port community safe\n Implementation of new event management reporting system\nSAFE & SECURE\nSecurity controls and future  Resilience Measurement Index actions plan in place  Resilience improvement plan developed\nresilience protections for critical  Roll out Security Awareness Training  All employees completed Security Awareness\nassets and people  Security Plans in place with user interface agreements Training\n8 Port of Townsville Limited\n Source: `strategies/2021-22_potl_sci_redacted_final.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2021-22_potl_sci_redacted_final.pdf)`\n- Strategies and key actions to be implemented during 2022 – 2023 are as follows:\nSTRATEGY PERFORMANCE OUTCOME ACTIONS PERFORMANCE TARGET\nEmployer of Choice Attract local talent and embrace • Implement diversity and inclusion • Develop training packages for\ndiversity, equality and inclusion strategy and program Cultural Awareness and Diversity\n• Develop action plan for reaching and Inclusion\ndiversity targets\n• Employees trained in Cultural\nAwareness and Diversity and\nInclusion Training\nEmployer of Choice Partner to create entry level • Create and implement an Entry- • Employ 1 x new entry-level\npathways to attract and retain local pathway Program for Apprentices, position (apprentice, trainee or\ntalent Trainees and Graduates graduate)\nDevelop Talent Instil a culture of lifelong learning • Review learning management • 70% of employees have attained\n Source: `strategies/2022-23_sci_5723t1461-a744.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_sci_5723t1461-a744.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 28]\nDIRECTOR ATTENDANCE\nDirector attendance at Board and Board Committee meetings during the reporting period is outlined in the table below:\nStrategy, Innovation\nSustainability\nBoard Meetings Audit & Risk Committee & Development\nCommittee\nDirector Committee\nEligible to Eligible to Eligible to Eligible to\nAttended Attended Attended Attended\nattend attend attend attend\nMs Ann Sherry AO 8 8 N/A N/A N/A N/A 2 2\nMr Brad Webb 12 5 N/A N/A N/A N/A 3 1\nMs Connie Navarro 12 12 3 3 N/A N/A 1 1\nMs Danielle O’Toole 8 8 N/A N/A 2 2 2 2\nHon .\n Source: `annual-reports/2021-22.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf)`\n- [Page 37]\nDirectors' Report\nPort of Townsville Limited\nAnnual Financial Statements\nfor the year ended 30 June 2022 2021-2022\nMEETINGS OF DIRECTORS\nThe number of meetings of the Port’s Board of Directors and of each Board Committee held during the year ended 30 June 2022, and the number of meetings attended by each Director\nwere:\nDirector Board Meetings Audit & Risk Committee Sustainability Strategy, Innovation & Development\nEligible to attend Attended Eligible to attend Attended Eligible to attend Attended Eligible to attend Attended\nMs Ann Sherry AO 8 8 N/A N/A N/A N/A 2 2\nMr Brad Webb 12 5 N/A N/A N/A N/A 3 1\nHon.\n Source: `annual-reports/2021-22.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf)`\n- Fertiliser exports were 23,380 tonnes (-2.8%) behind last financial While some commodities recovered to pre-pandemic levels and\nyear, with the shortfall attributed to rail delays that resulted in positive shoots of new markets emerged in 2022-23, overall trade\nstockpiling of product and a shift to domestic supply. finished 15.3 per cent lower than budget.\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- Audit and Risk Committee\nEffective 1 January 2023\nChair – Ms Vanessa (Fernandes) Sullivan\nMembers – Ms Danielle O’Toole and Ms Tess Bishop\nEffective from 1 July 2022 to 31 December 2022\nChair – Ms Connie Navarro\nMembers – Ms Tess Bishop and Hon.\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- Board Committee Charters can be\nviewed on the Port’s website at ww w .townsville-port.com.au/corporate/governance\nDIRECTOR ATTENDANCE\nDirector attendance at Board and Board Committee meetings during the reporting period is outlined in the table below:\nStrategy, Innovation\nAudit & Risk Sustainability\nBoard Meetings & Development\nDirector Committee Committee\nCommittee\nEligible to Eligible to Eligible to Eligible to\nAttended Attended Attended Attended\nattend attend attend attend\nMs Ann Sherry AO 11 11 N/A N/A N/A N/A 4 4\nMs Connie Navarro 11 11 2 2 N/A N/A 3 3\nMs Danielle O’Toole 11 10 2 2 2 2 1 1\nHon.\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- [pages 28,29]\nBoard Committee Charters can be\nviewed on the Port’s website at ww w .townsville-port.com.au/corporate/governance\nDIRECTOR ATTENDANCE\nDirector attendance at Board and Board Committee meetings during the reporting period is outlined in the table below:\nStrategy, Innovation\nAudit & Risk Sustainability\nBoard Meetings & Development\nDirector Committee Committee\nCommittee\nEligible to Eligible to Eligible to Eligible to\nAttended Attended Attended Attended\nattend attend attend attend\nMs Ann Sherry AO 11 11 N/A N/A N/A N/A 4 4\nMs Connie Navarro 11 11 2 2 N/A N/A 3 3\nMs Danielle O’Toole 11 10 2 2 2 2 1 1\nHon.\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- SPECIAL RESPONSIBILITIES\nChair of the Strategy, Innovation and Development Committee\nChair of the Audit and Risk Committee, from 1 July 2022 to 13 October 2022\nMs Tess Bishop, Non-executive director\nAppointed 1 October 2021, Resigned - to 30 June 2023\nEXPERIENCE AND EXPERTISE\nTess Bishop has had an extensive senior leadership career within the public service, at both a State and Federal government level.\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- MEETINGS OF DIRECTORS\nThe number of meetings of the Port’s Board of Directors and of each Board Committee held during the year ended 30 June 2023, and the number of\nmeetings attended by each Director were:\nBoard Meetings Audit & Risk Committee Sustainability Strategy, Innovation & Development\nDirector\nEligible to attend Attended Eligible to attend Attended Eligible to attend Attended Eligible to attend Attended\nMs Ann Sherry AO 11 11 N/A N/A N/A N/A 2 2\nHon.\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- [Page 23]\n, . , PORT••TOWNSVILLE\nGOVERNANCE\nSHAREHOLDING MINISTERS\nDeputy Premier, Treasurer and Minister for Trade and Investment\nThe Honourable Cameron Dick MP\nMinister for Transport and Main Roads and Minister for Digital Services\nThe Honourable Bart Mellish MP\nMinister for Transport and Main Roads and Minister for Digital Services\n(1 July 2023 – 17 December 2023)\nThe Honourable Mark Bailey MP\nBOARD OF DIRECTORS\nMs Ann Sherry AO (Chair)\nMs Connie Navarro\nMs Danielle O’Toole\nMr David Waters\nMs Jody Currie\nMr John Lee\nMs Vanessa (Fernandes) Sullivan\nCOMPANY SECRETARY\nMr Ken Veness\nSTRATEGY, INNOVATION AND\nAUDIT & RISK COMMITTEE SUSTAINABILITY COMMITTEE\nDEVELOPMENT COMMITTEE\nMs Connie Navarro (Chair) Ms Vanessa (Fernandes) Sullivan (Chair) Mr David Waters (Chair)\nMs Ann Sherry AO Ms Connie Navarro Ms Jody Currie\nMr John Lee Ms Danielle O’Toole Ms Vanessa (Fernandes) Sullivan\n Source: `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)`\n- Audit and Risk Committee\nEffective 1 January 2024\nChair – Ms Vanessa (Fernandes) Sullivan\nMembers – Ms Danielle O’Toole and Ms Connie Navarro\nEffective from 1 July 2023 to 31 December 2023\nChair – Ms Vanessa (Fernandes) Sullivan\nMembers – Ms Danielle O’Toole and Ms Ann Sherry\nThe primary objective of the Audit and Risk Committee is to assist the Board in fulfilling its corporate governance and oversight\nresponsibilities in respect to the quality and integrity of financial reporting, the performance of the external audit, effectiveness\nand objectivity of the internal audit plan, and oversight of the internal control system for financial reporting, accounting records,\nbusiness risks and compliance activities.\n Source: `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)`\n- SPECIAL RESPONSIBILITIES\nChair of the Board 1 July 2023 to 31 December 2023 Member of the Audit and Risk Committee\nMember of the Strategy, Innovation and Development Committee 1 July 2023 to 31 December 2023 Chair of the Sustainability Committee\nMs Connie Navarro, Non-executive director\nInitial appointment 1 October 2020, Last re-appointment 1 October 2023, Term of Office - to 30 September 2027\nEXPERIENCE AND EXPERTISE\nConnie is a legal practitioner with over 20 years’ experience in the legal industry.\n Source: `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)`\n- SPECIAL RESPONSIBILITIES\nMember of the Audit and Risk Committee 1 July to 31 December 2023 Member of the Sustainability Committee\nMr David Waters, Non-executive director\nAppointed 1 October 2023, Term of Office - to 30 September 2027\nEXPERIENCE AND EXPERTISE\nDavid is an experienced senior executive with a proven record in leading human resources functions across the Queensland public sector for the past 15 years.\n Source: `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)`\n- SPECIAL RESPONSIBILITIES\nChair of the Audit and Risk Committee 1 July 2023 to 31 December 2023 Member of the Strategy, Innovation and Development Committee\nMember of the Sustainability Committee\nDuring the year and through to the date of the report, the following director(s) retired or their Term of Office expired:\nHonourable Mike Reynolds CBE, AM, BSW, MAICD Non-executive director\nAppointed 16 December 2016, Term of Office - to 30 September 2023\nEXPERIENCE AND EXPERTISE\nMike has extensive experience as a Chairman, Deputy Chairman and Director of the Boards of Corporations, Statutory Authorities and not-for-profit companies.\n Source: `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)`\n- [Page 34]\nDirectors' Report Port of Townsville Limited\nAnnual Financial Statements\nfor the year ended 30 June 2024 2023-2024\nMEETINGS OF DIRECTORS\nThe number of meetings of the Port’s Board of Directors and of each Board Committee held during the year ended 30 June 2024, and the number of meetings\nattended by each Director were:\nBoard Meetings Audit & Risk Committee Sustainability Strategy, Innovation & Development\nDirector\nEligible to attend Attended Eligible to attend Attended Eligible to attend Attended Eligible to attend Attended\nMs Ann Sherry AO 5 5 2 2 2 2 3 2\nMs Connie Navarro 5 5 2 2 N/A N/A 3 3\nMs Danielle O'Toole 5 4 4 4 2 2 N/A N/A\nMr David Waters 3 3 N/A 1* 1 2** N/A 1*\nProfessor Jody Currie 3 3 N/A N/A 1 1 N/A 1*\nMr John Lee 3 3 N/A N/A N/A 1* 2 2\nMs Vanessa (Fernandes)\nSullivan 5 5 4 4 2 2 1 1\nHonourable Mike Reynolds\n2 1 N/A N/A 1 1 N/A N/A\nCBE, AM, BSW, MAICD\n Source: `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Salaries & Wages 17,943,472 1 5,701,524\nAnnual Leave 1,256,433 986,971\nLong Service Leave 503,907 368,792\nSuperannuation 2,493,381 2 ,074,163\nPayroll Tax 945,408 781,580\nFringe Benefits Tax 153,566 170,900\nWorkers Compensation 281,738 222,762\nOther Employee Related Expenses 478,069 434,868\n24,055,974 20,741,560\n2024 2023\n$ $\n(ii) SUPPLIES AND SERVICES\nPayments to Contractors (other than those for Maintenance of Assets or Dredging below) 3 ,776,355 4 ,081,900\nPayments to Consultants\nProfessional/Technical 2 ,980,728 2 ,232,007\nHuman Resource Management 2 20,826 2 7,329\nFinance/Accounting 2 90,095 9 0,470\n3 ,491,649 2 ,349,807 3 ,491,649 2 ,349,807\nInsurance 4 ,860,211 4 ,034,292\nMaintenance of Assets 2 ,225,732 2 ,841,356\nDredging 4 ,020,358 2 ,658,418\nReclassified Work in Progress 9 ,411 2 83,356\nLease Payments 2 29,315 1 93,497\nUtilities and Services 1 ,772,041 1 ,780,500\n Source: `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)`\n- Salaries & Wages 22,641,421 1 7,943,472\nAnnual Leave 1,558,310 1,256,433\nLong Service Leave 4 67,848 503,907\nSuperannuation 3,027,082 2,493,381\nPayroll Tax 1,174,666 945,408\nFringe Benefits Tax 2 45,886 153,566\nWorkers Compensation 3 88,817 281,738\nOther Employee Related Expenses 5 20,801 478,069\n30,024,830 24,055,974\n2025 2024\n$ $\n(ii) SUPPLIES AND SERVICES\nPayments to Contractors (other than those for Maintenance of Assets or Dredging below) 5 ,746,285 3 ,776,355\nPayments to Consultants\nProfessional/Technical 7 ,969,622 2 ,980,728\nHuman Resource Management 9 59,645 2 20,826\nFinance/Accounting 2 91,652 2 90,095\n9 ,220,919 3,491,649 9 ,220,919 3 ,491,649\nInsurance 5 ,307,352 4 ,860,211\nMaintenance of Assets 3 ,091,151 2 ,225,732\nDredging 3,154,939 4,020,358\nReclassified Work in Progress 20,549 9 ,411\nLease Payments 2 12,096 2 29,315\nUtilities and Services 1,856,961 1 ,772,041\n Source: `annual-reports/2024-25.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf)`\n- Port of Townsville Chief Executive Officer Ranee Crosby said the Community Fund started in 2021 and has grown each year with more than 60 organisations receiving funding for their projects and initiatives.\n“While the Port’s operations are based in Townsville and Lucinda, our operations support communities in Hinchinbrook, the Burdekin and the North West,” Ms Crosby said.\n“Last year we were able to support 13 groups and organisations, after receiving more than 30 high quality applications.\n“Our successful applicants had causes and projects that align with our values of Partnerships, Opportunity, Respect and Trust along with our themes of Prosperity, Planet, Community and People.”\nOne of last year’s successful applicants was Ingham-based Herbert River Cricket Association (HRCA) who used funds to replace items lost after the 2025 February flooding event.\n Source: `pages/structure.html (https://www.townsville-port.com.au/port-funds-help-community-organisations/)`\n- The Port pays monthly instalments for the income tax year with the final payment/refund occurring in the\nfollowing December after year end.\n(iv) CURRENT TAX ASSETS AND LIABILITIES\nOpening balance at 1 July (2,616,572) 2,787,704\nTax paid / (refunded) in respect of prior years 526,518 (2,486,175)\nOver/(Under) provision of tax in prior years - (396,143)\nCurrent Tax Provision (6,102,956) (5,990,552)\nTax paid in respect to current year 5 ,862,047 3,468,594\nTax Receivable / (Tax Liability) Closing balance at 30 June (2,330,962) (2,616,572)\n(A) CASH AND CASH EQUIVALENTS\nFor cash flow statement and statement of financial position presentation purposes, cash and cash equivalents includes cash on hand, deposits held at call with\nfinancial institutions, other short term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- [pages 52,53]\nid in respect to current year 5 ,862,047 3,468,594\nTax Receivable / (Tax Liability) Closing balance at 30 June (2,330,962) (2,616,572)\n(A) CASH AND CASH EQUIVALENTS\nFor cash flow statement and statement of financial position presentation purposes, cash and cash equivalents includes cash on hand, deposits held at call with\nfinancial institutions, other short term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts\nof cash and which are subject to an insignificant risk of changes in value, and bank overdrafts.\n Source: `annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)`\n- Audit and Risk Committee\nEffective 1 January 2024\nChair – Ms Vanessa (Fernandes) Sullivan\nMembers – Ms Danielle O’Toole and Ms Connie Navarro\nEffective from 1 July 2023 to 31 December 2023\nChair – Ms Vanessa (Fernandes) Sullivan\nMembers – Ms Danielle O’Toole and Ms Ann Sherry\nThe primary objective of the Audit and Risk Committee is to assist the Board in fulfilling its corporate governance and oversight\nresponsibilities in respect to the quality and integrity of financial reporting, the performance of the external audit, effectiveness\nand objectivity of the internal audit plan, and oversight of the internal control system for financial reporting, accounting records,\nbusiness risks and compliance activities.\n Source: `annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)`\n- [Page 21]\nPerformance\nStrategy Performance Measure Performance Target\nOutcome\nProvision of corporate (cid:131) Improved productivity (cid:131) $ value of productivity savings (cid:131) $1,204,124 in productivity\nmanagement systems and output over term of Enterprise savings over term of\nand technologies to (cid:131) External certification Agreements Enterprise Agreements\nsupport more efficient of corporate (cid:131) External certification of all (cid:131) Systems externally\nand productive output management systems corporate management certified\nsystems\nMaintain an equitable (cid:131) Equity training (cid:131) % of employees trained in (cid:131) 100% of employees\nand safe workplace provided to equitable workplace trained in equitable\nemployees behaviours workplace behaviours\n(cid:131) Nil Lost Time Injury (cid:131) LTIFR (cid:131) Nil LTIFRs\n Source: `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_government_with_new_ministers_name_-_.pdf)`\n- Interest income is accrued on a time\nbasis, by reference to the principal outstanding and at the effective interest rate applicable, which is the rate that exactly discounts estimated future cash receipts through the expected life of\nthe financial asset to that asset’s net carrying amount on initial recognition.\n(i) USER CHARGES\nCargo Charges 35,853,316 36,160,512\nBerthage 12,836,524 12,668,596\nProperties and Facilities 15,932,861 11,066,543\nCharges for Services 9,951,244 7,968,256\nPilot Transfer Service 7,305,740 7,895,052\n81,879,685 75,758,959\n2022 2021\n$ $\n(ii) OTHER REVENUE\nProceeds - Sale of Property, Plant & Equipment & Investment Properties 1 05,469 1 95,893\nCarrying Value of Disposed Property, Plant & Equipment ( 13,225) (120,000)\nGain on Sale of Property, Plant & Equipment 9 2,244 7 5,893 92,244 75,893\nWorks Undertaken on Behalf of Other Parties 32,980 8,198\n Source: `annual-reports/2021-22.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `annual-reports/2021-22.pdf` - annual-reports - https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf\n- `strategies/environmental_policy.pdf` - strategies - https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle15/environmental_policy.pdf\n- `strategies/health_safety_and_wellbeing_policy.pdf` - strategies - https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle15/health_safety_and_wellbeing_policy.pdf\n- `strategies/information_security_policy_statement.pdf` - strategies - https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle15/information_security_policy_statement.pdf\n- `strategies/pot_1898_r1_environmental_and_social_values_surrounding_the_port_of_townsville_.pdf` - strategies - https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle2/pot_1898_r1_environmental_and_social_values_surrounding_the_port_of_townsville_.pdf\n- `strategies/quality_policy.pdf` - strategies - https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle15/quality_policy.pdf\n- `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pdf` - strategies - https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_deletions_1.pdf\n- `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pdf` - strategies - https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_government_with_new_ministers_name_-_.pdf\n- `strategies/potl_2020-2021_sci_with_redactions.pdf` - strategies - https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/potl_2020-2021_sci_with_redactions.pdf\n- `strategies/2021-22_potl_sci_redacted_final.pdf` - strategies - https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2021-22_potl_sci_redacted_final.pdf\n- `strategies/2022-23_sci_5723t1461-a744.pdf` - strategies - https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_sci_5723t1461-a744.pdf\n- `strategies/5724t2055-99d5_sci_2023-24.pdf` - strategies - https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2055-99d5_sci_2023-24.pdf\n- `strategies/5825t1354_tabled_sci_24-25.pdf` - strategies - https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle13/5825t1354_tabled_sci_24-25.pdf\n- `pages/annual-reports-index.html` - pages - https://www.townsville-port.com.au/media-publications/publications/annual-reports/\n- `pages/contact.html` - pages - https://www.townsville-port.com.au/contact/\n- `pages/homepage.html` - pages - https://www.townsville-port.com.au/\n- `pages/leadership.html` - pages - https://www.townsville-port.com.au/corporate/leadership/\n- `pages/publications-index.html` - pages - https://www.townsville-port.com.au/media-publications/\n- `pages/structure.html` - pages - https://www.townsville-port.com.au/port-funds-help-community-organisations/\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Port of Townsville - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:37:54.422748+00:00\n**Entity ID**: QLD-Port-of-Townsville\n**Jurisdiction**: Queensland\n**Portfolio**: Transport\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 23\n- Unique legislation references found: 49\n\n| Type | Count |\n|---|---:|\n| Act | 42 |\n| Regulation | 7 |\n\n## Legislation References\n\n### Transport Infrastructure Act 1994\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 20\n**Register search**: https://www.legislation.qld.gov.au/search?query=Transport+Infrastructure+Act+1994\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pages.jsonl`\n- `strategies/quality_policy.pages.jsonl`\n\n**Evidence contexts**:\n- eration of our port facilities and port services;\n• provide other services incidental to the performance of our other functions, or likely to enhance the usage of our ports;\n• perform any other functions and exercise any other powers conferred on us under the Transport Infrastructure Act 1994 (Qld) (TI\nAct), the GOC Act and Regulations or another Act or under our annual Statement of Corporate Intent or five year Corporate Plan;\n• provide port services and ancillary services whether in or outside our ports, whether in or outside Australia and wheth\n Source: `annual-reports/2021-22.pages.jsonl`\n- ity of the port helps with ensuring the security\nand safety of us all .\nCOMPLIANCE WITH LEGISLATION\nAs well as our obligations under MTOFSA and MTOFSR, the Port is subject to a number of other legislative requirements including the\nSecurity Provider Act 1993, Transport Infrastructure Act 1994, Transport Infrastructure (Public Marine Facilities) Regulations 2011, to name a\nfew .\nThe Port maintains all registers and required licencing to ensure compliance with the Acts and Regulations that we are subject to, and\nregularly undergo audits relating to\n Source: `annual-reports/2021-22.pages.jsonl`\n- e port facilities and port services;\n● provide other services incidental to the performance of the Port's other functions, or likely to enhance the usage of its ports;\n● perform any other functions and exercise any other powers conferred on the Port under the Transport Infrastructure Act 1994 (Qld), the Government Owned\nCorporations Act 1993 (Qld) and Regulations or another Act or under the Port’s Statement of Corporate Intent or Corporate Plan;\n● provide port services and ancillary services:\n● whether in or outside its ports; and\n● whether in or\n Source: `annual-reports/2021-22.pages.jsonl`\n- ort of Townsville is a key element in the growth and\ndevelopment of Northern Australia and is a designated “Priority\nPort” in Queensland under the Sustainable Ports Development Act\n2015 (Qld).\nOur core business functions as set out in our constitution and the Transport Infrastructure Act 1994 (Qld) are to:\n• Establish, manage and operate effective and efficient port facilities and services;\n• Make land available for the establishment, management and operation of effective and efficient port facilities and port services by\nother persons, or other p\n Source: `annual-reports/2022-23.pages.jsonl`\n- eration of our port facilities and port services;\n• Provide other services incidental to the performance of our other functions, or likely to enhance the usage of our ports;\n• Perform any other functions and exercise any other powers conferred on us under the Transport Infrastructure Act 1994 (Qld) (TI Act),\nthe Government Owned Corporations Act 1993 (Qld) (GOC Act) and Regulations or another Act or under our Statement of Corporate\nIntent (SCI) or Corporate Plan;\n• Provide port services and ancillary services whether in or outside our ports, wheth\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Government Owned Corporations Act 1993\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 19\n**Register search**: https://www.legislation.qld.gov.au/search?query=Government+Owned+Corporations+Act+1993\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pages.jsonl`\n- `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- `strategies/5825t1354_tabled_sci_24-25.pages.jsonl`\n- `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pages.jsonl`\n\n**Evidence contexts**:\n- nual Financial Statements\nfor the year ended 30 June 2022 2021-2022\nPURPOSE AND SCOPE\nPort of Townsville Limited (the Port) is a company limited by shares, incorporated and domiciled in Australia and is a Government Owned Corporation (GOC) reporting under the\nGovernment Owned Corporations Act 1993 (Qld). Its registered office and place of business is:\nPort of Townsville Limited\nBenwell Road\nTownsville QLD 4810.\nThe Port is required to comply with the requirements of theCorporationsAct2001 (Cth). Under the terms of Section 118 of theGovernmentOwnedCorpo\n Source: `annual-reports/2021-22.pages.jsonl`\n- HIEF payments available to employees on individual contracts outside\nEXECUTIVE OFFICER AND SENIOR EXECUTIVES the Chief Executive Officer and Senior Executives.\nThe Chief Executive Officer and Senior Executives are appointed\nby the Board in accordance with the Government Owned\nCorporations Act 1993. The appointment of Senior Executive ENTERPRISE AGREEMENT EMPLOYEES\npositions must follow the processes set out in the relevant Those employees not covered by the arrangements outlined\nQueensland Government policies and advice provided to above are employed u\n Source: `annual-reports/2022-23.pages.jsonl`\n- nual Financial Statements\nfor the year ended 30 June 2023 2022-2023\nPURPOSE AND SCOPE\nPort of Townsville Limited (the Port) is a company limited by shares, incorporated and domiciled in Australia and is a Government Owned Corporation (GOC)\nreporting under the Government Owned Corporations Act 1993 (Qld). Its registered office and place of business is:\nPort of Townsville Limited\nBenwell Road\nTownsville QLD 4810.\nThe Port is required to comply with the requirements of the Corporations Act 2001 (Cth). Under the terms of Section 118 of the Government Owned\n Source: `annual-reports/2022-23.pages.jsonl`\n- rations Act 1993 (Qld). Its registered office and place of business is:\nPort of Townsville Limited\nBenwell Road\nTownsville QLD 4810.\nThe Port is required to comply with the requirements of the Corporations Act 2001 (Cth). Under the terms of Section 118 of the Government Owned\nCorporations Act 1993 (Qld), specified sections of the Financial Accountability Act 2009 (Qld) apply as if the Port were a statutory body. The Port is\nresponsible as a port authority under the Transport Infrastructure Act 1994 (Qld) for the management and control of the port of To\n Source: `annual-reports/2022-23.pages.jsonl`\n- nual Financial Statements\nfor the year ended 30 June 2024 2023-2024\nPURPOSE AND SCOPE\nPort of Townsville Limited (the Port) is a company limited by shares, incorporated and domiciled in Australia and is a Government Owned Corporation (GOC)\nreporting under the Government Owned Corporations Act 1993 (Qld). Its registered office and place of business is:\nPort of Townsville Limited\nBenwell Road\nTownsville QLD 4810.\nThe Port is required to comply with the requirements of the Corporations Act 2001 (Cth). Under the terms of Section 118 of the Government Owned\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Fair Work Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 11\n**Register search**: https://www.legislation.qld.gov.au/search?query=Fair+Work+Act+2009\n\n**Sources**:\n- `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pages.jsonl`\n- `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- `strategies/5825t1354_tabled_sci_24-25.pages.jsonl`\n- `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pages.jsonl`\n- `strategies/potl_2020-2021_sci_with_redactions.pages.jsonl`\n\n**Evidence contexts**:\n- o assist in the performance of their duties.\n8. Performance payments of up to 15% of TFR may be paid subject to meeting pre-agreed performance targets.\n4. Employment Conditions\nWe have four (4) certified Enterprise Agreements negotiated in accordance with the Fair Work Act 2009 (Cth) (Fair Work Act). These Agreements provide for benefits\nequal to the National Employment Standards including basic rates of pay and casual loadings, maximum ordinary hours of work, request for flexible working\narrangements, parental leave, annual leave,\n Source: `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pages.jsonl`\n- crifice).\n6. Sum of columns 1-5.\n7. Include the value of non-personal benefits provided to the Executive to assist in the performance of their duties.\n4. Employment Conditions\nOur four (4) certified Enterprise Agreements were negotiated in accordance with the Fair Work Act 2009 (Cth) (Fair Work Act).\nThese Agreements provide for benefits equal to the National Employment Standards including basic rates of pay and casual\nloadings, maximum ordinary hours of work, request for flexible working arrangements, parental leave, annual leave,\n Source: `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- forecast increase to 147.97 in 2021-2022. This is\ninclusive of a forecasted head FTE of 15.21 for the Channel Upgrade project in 2020-2021.\nCategory FTE\nAll employees 143.63\nCEO and Direct Reports 5/3%\nEmployees covered by an award/EA/Agreement made under the Fair Work Act 2009 (Cth) 127.63/89%\nEmployees under other arrangements (including common law contracts) 11/8%\nWorkforce Profile Snapshot: The Port currently employs 148 people across a wide range of occupations/disciplines:\n26 Port of Townsville Limited\n\n[page 27]\n• PORT •TOWNS\n Source: `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- of TFR may be paid subject to meeting pre-agreed performance targets, however\nthese were not awarded, in line with the GOC Wages Policy Addendum 2020.\n4. Employment Conditions\nOur four (4) certified Enterprise Agreements were negotiated in accordance with the Fair Work Act 2009 (Cth) (Fair Work Act).\nThese Agreements provide for benefits equal to the National Employment Standards including basic rates of pay and casual\nloadings, maximum ordinary hours of work, request for flexible working arrangements, parental leave, annual leave,\n Source: `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- E) number is 143.56 with a forecast increase to 153.32 in 2022-2023. This is\ninclusive of FTE for the Channel Upgrade project in 2022-2023.\nCategory FTE\nAll employees 153.32\nCEO and Direct Reports 5/3%\nEmployees covered by an award/EA/Agreement made under the Fair Work Act 2009 (Cth) 138.32/90%\nEmployees under other arrangements (including common law contracts) 10/7%\nTOTAL 153.32\nWorkforce Profile Snapshot: The Port currently employs 148 people across a wide range of occupations/disciplines:\n26 Port of Townsville Limited\n\n[page 27]\n Source: `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n\n### Sustainable Ports Development Act 2015\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 10\n**Register search**: https://www.legislation.qld.gov.au/search?query=Sustainable+Ports+Development+Act+2015\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pages.jsonl`\n- `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- `strategies/5825t1354_tabled_sci_24-25.pages.jsonl`\n- `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pages.jsonl`\n- `strategies/potl_2020-2021_sci_with_redactions.pages.jsonl`\n\n**Evidence contexts**:\n- Port owns and manages the ports of Townsville and Lucinda, with its head office located in Townsville.\nOUR PORTS\nFounded in 1864, Townsville Port plays a significant role in the local, regional and State economy. It is one of the four Priority Ports\nunder the Sustainable Ports Development Act 2015 (Qld). Located close to the Townsville CBD, the Port handles more than 30 different\ncommodities; and is the largest exporter in Australia of sugar, molasses, copper, lead, zinc and fertiliser . It is the largest container and\nautomotive port in Northern Austr\n Source: `annual-reports/2021-22.pages.jsonl`\n- nce capabilities, as well as an important tourism\nenabler due to its modern dedicated cruise ship terminal.\nThe Port of Townsville is a key element in the growth and\ndevelopment of Northern Australia and is a designated “Priority\nPort” in Queensland under the Sustainable Ports Development Act\n2015 (Qld).\nOur core business functions as set out in our constitution and the Transport Infrastructure Act 1994 (Qld) are to:\n• Establish, manage and operate effective and efficient port facilities and services;\n• Make land available for the establishment, manage\n Source: `annual-reports/2022-23.pages.jsonl`\n- nce capabilities, as well as an important tourism\nenabler due to its modern dedicated cruise ship terminal.\nThe Port of Townsville is a key element in the growth and\ndevelopment of Northern Australia and is a designated “Priority\nPort” in Queensland under the Sustainable Ports Development\nAct 2015 (Qld).\nOur core business functions as set out in our constitution and the Transport Infrastructure Act 1994 (Qld) are to:\n• establish, manage and operate effective and efficient port facilities and services;\n• make land available for the establishment, manage\n Source: `annual-reports/2023-24.pages.jsonl`\n- . POTL operates from a head office located\nin Townsville and manages the Ports of Townsville and Lucinda.\nFounded in 1864, the Port of Townsville plays a significant role in the local, regional and State economy and is one of\nthe four Priority Ports under the Sustainable Ports Development Act 2015 (Qld). Located close to the city of Townsville,\nthe Port handles more than 30 commodities, is the largest exporter in Australia of sugar, copper, lead, zinc and fertiliser\nand services around 70% of Northern Australia’s population. It also plays a critical ro\n Source: `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pages.jsonl`\n- t Policy and its Best Practice Principles.\n Commitment to First Nation Employment on Major Projects.\n Continued input into the Priority Port Master Plan for Townsville.\n Compliance with Long-Term Maintenance Dredging Management Plans.\n Compliance with the Sustainable Ports Development Act 2015 and Reef 2050 Long-Term\nSUSTAINABILITY Sustainability Plan.\n Compliance with environmental regulators conditions for projects and operational\nworks.\n Continued implementation of the Port's Community Engagement Plans.\nStatement of Corporate Intent 2021-22 5\n Source: `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n\n### Superannuation Guarantee (Administration) Act 1992\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.qld.gov.au/search?query=Superannuation+Guarantee+%28Administration%29+Act+1992\n\n**Sources**:\n- `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pages.jsonl`\n- `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- `strategies/5825t1354_tabled_sci_24-25.pages.jsonl`\n- `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pages.jsonl`\n- `strategies/potl_2020-2021_sci_with_redactions.pages.jsonl`\n\n**Evidence contexts**:\n- the Agreements redundancy payment is calculated on the basis of three weeks’ salary per year of service. Accrued Recreation and Long Service Leave is\npaid out on termination if the entitlement exists.\n10. Superannuation\nWe apply the Superannuation Guarantee (Administration) Act 1992 (Cth) (as varied) and associated legislation in respect to employees’ entitlement to\nsuperannuation. As we use QSuper as our default superannuation fund, it does not have access to any surplus from defined benefit funds.\nAn employee who chooses to have their\n Source: `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pages.jsonl`\n- but less than two (2) years’ service shall be entitled to a\nminimum redundancy payment of four (4) weeks. Accrued Recreation and Long Service Leave is paid out on termination if the\nentitlement exists.\n10. Superannuation\nWe apply the Superannuation Guarantee (Administration) Act 1992 (Cth) (as varied) and associated legislation in respect to\nemployees’ entitlement to superannuation. As we use QSuper as our default superannuation fund, it does not have access to\nany surplus from defined benefit funds. An employee who chooses to have their\n Source: `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- but less than two (2) years’ service shall be entitled to a\nminimum redundancy payment of four (4) weeks. Accrued Recreation and Long Service Leave is paid out on termination if the\nentitlement exists.\n10. Superannuation\nWe apply the Superannuation Guarantee (Administration) Act 1992 (Cth) (as varied) and associated legislation in respect to\nemployees’ entitlement to superannuation. As we use QSuper as our default superannuation fund, it does not have access to\nany surplus from defined benefit funds. An employee who chooses to have their\n Source: `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- but less than two (2) years’ service shall be\nentitled to a minimum redundancy payment of four (4) weeks. Accrued Recreation and Long Service Leave is paid out on\ntermination if the entitlement exists.\n10. Superannuation\nWe apply the Superannuation Guarantee (Administration) Act 1992 (Cth) (as varied) and associated legislation in respect to\nemployees’ entitlement to superannuation. As we use QSuper as our default superannuation fund, it does not have access\nto any surplus from defined benefit funds. An employee who chooses to have their\n Source: `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- but less than two (2) years’ service shall be\nentitled to a minimum redundancy payment of four (4) weeks. Accrued Recreation and Long Service Leave is paid out on\ntermination if the entitlement exists.\n10. Superannuation\nWe apply the Superannuation Guarantee (Administration) Act 1992 (Cth) (as varied) and associated legislation in respect to\nemployees’ entitlement to superannuation. As we use QSuper as our default superannuation fund, it does not have access\nto any surplus from defined benefit funds. An employee who chooses to have their\n Source: `strategies/5825t1354_tabled_sci_24-25.pages.jsonl`\n\n### Work Health and Safety Act 2011\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.qld.gov.au/search?query=Work+Health+and+Safety+Act+2011\n\n**Sources**:\n- `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pages.jsonl`\n- `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- `strategies/5825t1354_tabled_sci_24-25.pages.jsonl`\n- `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pages.jsonl`\n- `strategies/potl_2020-2021_sci_with_redactions.pages.jsonl`\n\n**Evidence contexts**:\n- ture efforts are directed at planning, approvals and construction works necessary to ensure the Port of Townsville’s preparedness and\nflexibility to meet future trade growth.\n7. Work Health & Safety\nWe are committed to complying with our obligations under the Work Health and Safety Act 2011 (Qld). Our board and senior executives have established a Safety\nManagement System designed to provide and maintain the best possible standard of occupational health and safety for everyone at our places of work, including\nSTATEMENT OF CORPORATE INTENT 2018-2\n Source: `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pages.jsonl`\n- sufficient to ensure that our\nobjectives can be achieved.\nThe number of employees and basic skills required of employees are unlikely to change markedly over the plan period.\n7. Work Health & Safety\nWe are committed to complying with our obligations under the Work Health and Safety Act 2011 (Qld). Our board and senior\nexecutives have established a Safety Management System designed to provide and maintain the best possible standard of\noccupational health and safety for everyone at our places of work, including employees, contractors and visitors.\n Source: `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- sufficient to ensure that our\nobjectives can be achieved.\nThe number of employees and basic skills required of employees are unlikely to change markedly over the plan period.\n7. Work Health & Safety\nWe are committed to complying with our obligations under the Work Health and Safety Act 2011 (Qld). Our board and senior\nexecutives have established a Safety Management System designed to provide and maintain the best possible standard of\noccupational health and safety for everyone at our places of work, including employees, contractors and visitors.\n Source: `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- e number of employees and basic skills required of employees are unlikely to change markedly over the plan period.\n26 Port of Townsville Limited\n\n[page 27]\n\" PORT01TOWNSVILLE\n7. Work Health & Safety\nWe are committed to complying with our obligations under the Work Health and Safety Act 2011 (Qld). Our board and senior\nexecutives have established a Safety Management System designed to provide and maintain the best possible standard of\noccupational health and safety for everyone at our places of work, including employees, contractors and visitors.\n Source: `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- sufficient to ensure that our\nobjectives can be achieved. The number of employees and basic skills required of employees are unlikely to change markedly\nover the plan period.\n7. Work Health & Safety\nWe are committed to complying with our obligations under the Work Health and Safety Act 2011 (Qld). Our board and senior\nexecutives have established a Safety Management System designed to provide and maintain the best possible standard of\noccupational health and safety for everyone at our places of work, including employees, contractors and visitors.\n Source: `strategies/5825t1354_tabled_sci_24-25.pages.jsonl`\n\n### Cth) FTE Full Time Equivalents GOC Act Government Owned Corporations Act 1993\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.qld.gov.au/search?query=Cth%29+FTE+Full+Time+Equivalents+GOC+Act+Government+Owned+Corporations+Act+1993\n\n**Sources**:\n- `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- `strategies/5825t1354_tabled_sci_24-25.pages.jsonl`\n- `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pages.jsonl`\n- `strategies/potl_2020-2021_sci_with_redactions.pages.jsonl`\n\n**Evidence contexts**:\n- d hours during a period (part-time, full-time,\ncontracted) by the number of workings hours in a particular period.\nACRONYM MEANING\nCU Channel Upgrade Project\nEAP Employee Assistance Program\nEMS Environmental Management System\nFair Work Act Fair Work Act 2009 (Cth)\nFTE Full Time Equivalents\nGOC Act Government Owned Corporations Act 1993 (Qld)\nLTIRF Lost Time Injury Frequency Rate\nMtpa Million Tonnes Per Annum\nPDE Performance Development Evaluation\nPS Act Public Service Act 2008 (Qld)\nQTC Queensland Treasury Corporation\nSCI Statement of Corporate Intent 2020-2021\nSMS Safety Management System\n Source: `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- the number of workings hours in a particular period.\nACRONYM MEANING\nCLG Community Liaison Group\nCU Channel Upgrade Project\nEAP Employee Assistance Program\nEMS Environmental Management System\nERP Enterprise Resource Planning\nFair Work Act Fair Work Act 2009 (Cth)\nFTE Full Time Equivalents\nGOC Act Government Owned Corporations Act 1993 (Qld)\nILUA Indigenous Land Use Agreements\nIOT Internet of Things\nLTIRF Lost Time Injury Frequency Rate\nMtpa Million Tonnes Per Annum\nPDE Performance Development Evaluation\nPS Act Public Service Act 2008 (Qld)\nQTC Queensland Treasury Corporation\nRAP Reconcilia\n Source: `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- the number of workings hours in a particular period.\nACRONYM MEANING\nCLG Community Liaison Group\nCU Channel Upgrade Project\nEAP Employee Assistance Program\nEMS Environmental Management System\nERP Enterprise Resource Planning\nFair Work Act Fair Work Act 2009 (Cth)\nFTE Full Time Equivalents\nGOC Act Government Owned Corporations Act 1993 (Qld)\nILUA Indigenous Land Use Agreements\nIOT Internet of Things\nLTIRF Lost Time Injury Frequency Rate\nMtpa Million Tonnes Per Annum\nPDE Performance Development Evaluation\nPS Act Public Service Act 2008 (Qld)\nQTC Queensland Treasury Corporation\nRAP Reconcilia\n Source: `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- a period (part-time, full-time,\ncontracted) by the number of workings hours in a particular period.\nACRONYM MEANING\nEMS Environmental Management System\nERP Enterprise Resource Planning\nESG Environmental, Social and Governance\nFair Work Act Fair Work Act 2009 (Cth)\nFTE Full Time Equivalents\nGOC Act Government Owned Corporations Act 1993 (Qld)\nICT Information and Communication Technology\nISMS Information Security Management System\nLMS Learning Management System\nLTIRF Lost Time Injury Frequency Rate\nMtpa Million Tonnes Per Annum\nPOTL Port of Townsville Limited\nPS Act Public Service Act 2008 (Q\n Source: `strategies/5825t1354_tabled_sci_24-25.pages.jsonl`\n- r of paid hours during a period (part-time, full-time, contracted) by\nthe number of workings hours in a particular period.\n26\n\n[page 28]\nAcronym Meaning\nCU Channel Upgrade\nEAP Employee Assistance Program\nER Employee Relations\nFair Work Act Fair Work Act 2009 (Cth)\nFTE Full Time Equivalents\nGOC Act Government Owned Corporations Act 1993 (Qld)\nLTIFR Lost Time Injury Frequency Rate\nPOTL Port of Townsville Limited ACN 130 077 673\nPS Act Public Service Act 2008 (Qld)\nQTC Queensland Treasury Corporation\nSCI Statement of Corporate Intent 2019-2020\nSMS Safety Management System\nTEUs Twenty-Foot Equi\n Source: `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pages.jsonl`\n\n### Cth), Government Owned Corporations Act 1993\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.qld.gov.au/search?query=Cth%29%2C+Government+Owned+Corporations+Act+1993\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- authorised for issue by the Directors on 21 August 2023. The Directors have the power to amend and reissue the financial\nstatement.\nThese general purpose financial statements have been prepared in accordance with the requirements of the Corporations Act 2001 (Cth), Government Owned\nCorporations Act 1993 (Qld), Australian Accounting Standards, other authoritative pronouncements and interpretations issued by the Australian Accounting\nStandards Board. Port of Townsville Limited is a for profit entity for the purpose of preparing the financial statements.\n(B) PR\n Source: `annual-reports/2022-23.pages.jsonl`\n- conditional right to defer settlement to beyond 12 months\nafter the reporting date.\nAll other assets and liabilities are classified as non-current.\n(C) STATEMENT OF COMPLIANCE\nThe financial statements comply with the requirements of the Corporations Act 2001 (Cth), Government Owned Corporations Act 1993 (Qld), Australian\nAccounting Standards, other authoritative pronouncements and interpretations issued by the Australian Accounting Standards Board.\nStandards applied for the first time\nNo new accounting standards or interpretations that apply to the Port for\n Source: `annual-reports/2022-23.pages.jsonl`\n- uthorised for issue by the Directors on 28 August 2024. The Directors have the power to amend and reissue the financial\nstatements.\nThese general purpose financial statements have been prepared in accordance with the requirements of the Corporations Act 2001 (Cth), Government Owned\nCorporations Act 1993 (Qld), Australian Accounting Standards, other authoritative pronouncements and interpretations issued by the Australian Accounting\nStandards Board. The Port is a for profit entity for the purpose of preparing the financial statements.\n(B) PRESENTATION AND MEA\n Source: `annual-reports/2023-24.pages.jsonl`\n- conditional right to defer settlement to beyond 12 months after the\nreporting date.\nAll other assets and liabilities are classified as non-current.\n(C) STATEMENT OF COMPLIANCE\nThe financial statements comply with the requirements of the Corporations Act 2001 (Cth), Government Owned Corporations Act 1993 (Qld), Australian\nAccounting Standards, other authoritative pronouncements and interpretations issued by the Australian Accounting Standards Board.\nStandards applied for the first time\nNo new accounting standards or interpretations that apply to the Port for\n Source: `annual-reports/2023-24.pages.jsonl`\n- uthorised for issue by the Directors on 27 August 2025. The Directors have the power to amend and reissue the financial statements.\nThese general purpose financial statements have been prepared in accordance with the requirements of the Corporations Act 2001 (Cth), Government Owned\nCorporations Act 1993 (Qld), Australian Accounting Standards, other authoritative pronouncements and interpretations issued by the Australian Accounting Standards\nBoard. The Port is a for profit entity for the purpose of preparing the financial statements.\n(B) PRESENTATION AND MEA\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Financial Accountability Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.qld.gov.au/search?query=Financial+Accountability+Act+2009\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- Risk Management on a quarterly basis. Any significant risks are escalated to the Board for their input and oversight.\nAnnual Report 2021-22 29\n\n[page 30]\nAUDITS\nThe Port’s financial statements and reports are prepared in accordance with the provisions of the Financial Accountability Act 2009 (Qld),\nand prescribed accounting standards . The Audit and Risk Committee oversees, assesses and enhances the systems of internal control\nand the internal audit function .\nInternal auditors are contracted to carry out the Port’s internal audit function . Duri\n Source: `annual-reports/2021-22.pages.jsonl`\n- Port of Townsville Limited\nBenwell Road\nTownsville QLD 4810.\nThe Port is required to comply with the requirements of the Corporations Act 2001 (Cth). Under the terms of Section 118 of the Government Owned\nCorporations Act 1993 (Qld), specified sections of the Financial Accountability Act 2009 (Qld) apply as if the Port were a statutory body. The Port is\nresponsible as a port authority under the Transport Infrastructure Act 1994 (Qld) for the management and control of the port of Townsville and port of\nLucinda.\nThese Statements have been prepared:-\n Source: `annual-reports/2022-23.pages.jsonl`\n- cess any Right to Information or\nassurance to the Board on any significant risk areas, as required. Information Privacy applications during the reporting period.\nThe Port’s financial statements and reports are prepared in\naccordance with the provisions of the Financial Accountability\nAct 2009 (Qld), and prescribed accounting standards. The PUBLIC INTEREST DISCLOSURES\nAudit and Risk Committee oversees, assesses and enhances the\nsystems of internal control and the internal audit function. The Port has a Public Interest Disclosure (Whistleblowers)\nPo\n Source: `annual-reports/2023-24.pages.jsonl`\n- Port of Townsville Limited\nBenwell Road\nTownsville QLD 4810.\nThe Port is required to comply with the requirements of the Corporations Act 2001 (Cth). Under the terms of Section 118 of the Government Owned\nCorporations Act 1993 (Qld), specified sections of the Financial Accountability Act 2009 (Qld) apply as if the Port were a statutory body. The Port is responsible\nas a port authority under the Transport Infrastructure Act 1994 (Qld) for the management and control of the port of Townsville and port of Lucinda.\nThese Statements have been prepared:-\n Source: `annual-reports/2023-24.pages.jsonl`\n- em and has appointed Scyne Advisory as\nFinances. specialist independent assurers for the project given the size and\ncomplexity of such a process.\nThe Port’s financial statements and reports are prepared in\nDIVIDEND POLICY\naccordance with the provisions of the Financial Accountability Act\n2009 (Qld), and prescribed accounting standards. The Audit and\nThe GOC Act requires the Board to recommend the payment Risk Committee oversees, assesses and enhances the systems of\nof a dividend. The Port’s dividend policy considers the return its internal control\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Right to Information Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.qld.gov.au/search?query=Right+to+Information+Act+2009\n\n**Sources**:\n- `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pages.jsonl`\n- `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- `strategies/5825t1354_tabled_sci_24-25.pages.jsonl`\n- `strategies/potl_2020-2021_sci_with_redactions.pages.jsonl`\n\n**Evidence contexts**:\n- page 1]\nPORT OF TOWNSVILLE LIMITED\nSTATEMENT OF CORPORATE INTENT\n2018 - 2019\nThis document contains highly confidential material relating to the business affairs of Port of Townsville Limited (POTL). Release of its contents\nis subject to the provisions of the Right to Information Act 2009 (Qld). Any unauthorised disclosure of material contained in this document may\ndiminish the commercial value of that information and would have an adverse effect on the business, commercial and financial affairs of POTL.\n\n[page 2]\nTable of Contents\nDIRECTORS'\n Source: `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pages.jsonl`\n- rable Mark Bailey MP\nMinister for Transport and Main Roads\nCommercial-in-Confidence\nThis document contains highly confidential material relating to the business affairs of Port of Townsville Limited. Release of its\ncontents is subject to the provisions of the Right to Information Act 2009 (Qld). Any unauthorised disclosure of material contained in\nthis document may diminish the commercial value of that information and would have an adverse effect on the business, commercial\nand financial affairs of Port of Townsville Limited.\n\n[page 2]\nCONTENT\n Source: `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- rable Mark Bailey MP\nMinister for Transport and Main Roads\nCommercial-in-Confidence\nThis document contains highly confidential material relating to the business affairs of Port of Townsville Limited. Release of its\ncontents is subject to the provisions of the Right to Information Act 2009 (Qld). Any unauthorised disclosure of material contained in\nthis document may diminish the commercial value of that information and would have an adverse effect on the business, commercial\nand financial affairs of Port of Townsville Limited.\n\n[page 2]\nCONTENT\n Source: `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- Transport and Main Roads and Minister for Digital Services\nCommercial-in-Confidence\nThis document contains highly confidential material relating to the business affairs of Port of Townsville Limited. Release of its\ncontents is subject to the provisions of the Right to Information Act 2009 (Qld). Any unauthorised disclosure of material contained in\nthis document may diminish the commercial value of that information and would have an adverse effect on the business, commercial\nand financial affairs of Port of Townsville Limited.\n\n[page 2]\nStateme\n Source: `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- Transport and Main Roads and Minister for Digital Services\nCommercial-in-Confidence\nThis document contains highly confidential material relating to the business affairs of Port of Townsville Limited. Release of its\ncontents is subject to the provisions of the Right to Information Act 2009 (Qld). Any unauthorised disclosure of material contained in\nthis document may diminish the commercial value of that information and would have an adverse effect on the business, commercial\nand financial affairs of Port of Townsville Limited.\n\n[page 2]\nPERFORM\n Source: `strategies/5825t1354_tabled_sci_24-25.pages.jsonl`\n\n### Public Service Act 2008\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://www.legislation.qld.gov.au/search?query=Public+Service+Act+2008\n\n**Sources**:\n- `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pages.jsonl`\n- `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pages.jsonl`\n- `strategies/potl_2020-2021_sci_with_redactions.pages.jsonl`\n\n**Evidence contexts**:\n- disciplinary action in accordance with POTL’s Disciplinary Procedure. We\nalso have nine trained Contact Officers located throughout the Port.\nUnder section 148 of the Government Owned Corporations Act 1993 (Qld) (GOC Act), we are a relevant EEO agency for the Public Service Act 2008 (Qld) (PS Act),\nChapter 2. In accordance with section 31 of the PS Act, we must for each financial year give the Public Service Commissioner a report about the outcome of its\nactions required under section 30 of the PS Act during the financial year. This repo\n Source: `strategies/20190717_pot_2065_r0_statement_of_corporate_intent_2018-2019_-_with_approved_del.pages.jsonl`\n- be subject to disciplinary action in accordance with the Port’s Disciplinary\nProcedure. We also have eleven trained Contact Officers located throughout the Port.\nUnder section 148 of the GOC Act, we are a relevant equal employment opportunities agency for the Public Service Act 2008\n(Qld) (PS Act), Chapter 2. In accordance with section 31 of the PS Act, we must, for each financial year, give the Public Service\nCommissioner a report about the outcome of its actions required under section 30 of the PS Act during the financial year. This\nre\n Source: `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- be subject to disciplinary action in accordance with the Port’s Disciplinary\nProcedure. We also have eleven trained Contact Officers located throughout the Port.\nUnder section 148 of the GOC Act, we are a relevant equal employment opportunities agency for the Public Service Act 2008\n(Qld) (PS Act), Chapter 2. In accordance with section 31 of the PS Act, we must, for each financial year, give the Public Service\nCommissioner a report about the outcome of its actions required under section 30 of the PS Act during the financial year. This\nre\n Source: `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- y may be subject to\ndisciplinary action in accordance with POTL’s Disciplinary Procedure. We also have nine trained\nContact Officers located throughout the Port.\nUnder section 148 of the GOC Act, we are a relevant equal employment opportunities agency for the\nPublic Service Act 2008 (Qld) (PS Act), Chapter 2. In accordance with section 31 of the PS Act, we\nmust for each financial year give the Public Service Commissioner a report about the outcome of its\nactions required under section 30 of the PS Act during the financial year. This repo\n Source: `strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pages.jsonl`\n- be subject to disciplinary action in accordance with the Port’s Disciplinary Procedure. We also have eleven\ntrained Contact Officers located throughout the Port.\nUnder section 148 of the GOC Act, we are a relevant equal employment opportunities agency for the Public Service\nAct 2008 (Qld) (PS Act), Chapter 2. In accordance with section 31 of the PS Act, we must, for each financial year, give\nthe Public Service Commissioner a report about the outcome of its actions required under section 30 of the PS Act\nduring the financial year. This re\n Source: `strategies/potl_2020-2021_sci_with_redactions.pages.jsonl`\n\n### Accounting Standards and Interpretations, the Corporations Regulations 2001\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.qld.gov.au/search?query=Accounting+Standards+and+Interpretations%2C+the+Corporations+Regulations+2001\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- Port of Townsville Limited\nAnnual Financial Statements\nfor the year ended 30 June 2022 2021-2022\nIn the Directors’ opinion:\n(a) the financial statements and associated notes are in accordance with the Corporations Act 2001 (Cth) including:\n(i) complying with Accounting Standards and Interpretations, the Corporations Regulations 2001 (Cth) and other mandatory professional\nreporting requirements; and\n(ii) giving a true and fair view of the financial position of the Port as at 30 June 2022 and of its performance for the financial year\nended on that date, and\n(b) there are reasonable grounds\n Source: `annual-reports/2021-22.pages.jsonl`\n- Port of Townsville Limited\nAnnual Financial Statements\nfor the year ended 30 June 2023 2022-2023\nIn the Directors’ opinion:\n(a) the financial statements and associated notes are in accordance with the Corporations Act 2001 (Cth) including:\n(i) complying with Accounting Standards and Interpretations, the Corporations Regulations 2001 (Cth) and other mandatory\nprofessional reporting requirements; and\ngiving a true and fair view of the financial position of the Port as at 30 June 2023 and of its performance for the financial year\n(ii) ended on that date; and\n(b) there are reasonable grounds\n Source: `annual-reports/2022-23.pages.jsonl`\n- Port of Townsville Limited\nAnnual Financial Statements\nfor the year ended 30 June 2024 2023-2024\nIn the Directors’ opinion:\n(a) the financial statements and associated notes are in accordance with the Corporations Act 2001 (Cth) including:\n(i) complying with Accounting Standards and Interpretations, the Corporations Regulations 2001 (Cth) and other mandatory professional\nreporting requirements; and\ngiving a true and fair view of the financial position of the Port as at 30 June 2024 and of its performance for the financial year ended\n(ii) on that date; and\n(b) there are reasonable grounds\n Source: `annual-reports/2023-24.pages.jsonl`\n- Port of Townsville Limited\nAnnual Financial Statements\nfor the year ended 30 June 2025 2024-2025\nIn the Directors’ opinion:\n(a) the financial statements and associated notes are in accordance with the Corporations Act 2001 (Cth) including:\n(i) complying with Accounting Standards and Interpretations, the Corporations Regulations 2001 (Cth) and other mandatory professional\nreporting requirements; and\ngiving a true and fair view of the financial position of the Port as at 30 June 2025 and of its performance for the financial year ended on\n(ii) that date; and\n(b) there are reasonable grounds\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Cth), the Financial Accountability Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.qld.gov.au/search?query=Cth%29%2C+the+Financial+Accountability+Act+2009\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ort is responsible as a port authority under the TransportInfrastructureAct1994\n(Qld) for the management and control of the port of Townsville and port of Lucinda.\nThese Statements have been prepared:-\n● to satisfy the provisions of the Corporations Act 2001 (Cth), the Financial Accountability Act 2009 (Qld) and other prescribed requirements; and\n● to communicate information concerning the Port's financial performance for the year and its financial position at year end to a variety of information users including:-\n● its shareholding Ministers - Treasurer an\n Source: `annual-reports/2021-22.pages.jsonl`\n- is\nresponsible as a port authority under the Transport Infrastructure Act 1994 (Qld) for the management and control of the port of Townsville and port of\nLucinda.\nThese Statements have been prepared:-\n● to satisfy the provisions of the Corporations Act 2001 (Cth), the Financial Accountability Act 2009 (Qld) and other prescribed requirements; and\n● to communicate information concerning the Port's financial performance for the year and its financial position at year end to a variety of\ninformation users including:-\n● its shareholding Ministers - Treasurer an\n Source: `annual-reports/2022-23.pages.jsonl`\n- is responsible\nas a port authority under the Transport Infrastructure Act 1994 (Qld) for the management and control of the port of Townsville and port of Lucinda.\nThese Statements have been prepared:-\n● to satisfy the provisions of the Corporations Act 2001 (Cth), the Financial Accountability Act 2009 (Qld) and other prescribed requirements; and\n● to communicate information concerning the Port's financial performance for the year and its financial position at year end to a variety of\ninformation users including:-\n● its shareholding Ministers - Deputy Premi\n Source: `annual-reports/2023-24.pages.jsonl`\n- is responsible as a port authority\nunder the Transport Infrastructure Act 1994 (Qld) for the management and control of the port of Townsville and port of Lucinda.\nThese Statements have been prepared:-\n● to satisfy the provisions of the Corporations Act 2001 (Cth), the Financial Accountability Act 2009 (Qld) and other prescribed requirements; and\n● to communicate information concerning the Port's financial performance for the year and its financial position at year end to a variety of information\nusers including:-\n● its shareholding Ministers - Minister for\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Qld), the Government Owned Corporations Act 1993\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.qld.gov.au/search?query=Qld%29%2C+the+Government+Owned+Corporations+Act+1993\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ;\n● provide other services incidental to the performance of the Port's other functions, or likely to enhance the usage of its ports;\n● perform any other functions and exercise any other powers conferred on the Port under the Transport Infrastructure Act 1994 (Qld), the Government Owned\nCorporations Act 1993 (Qld) and Regulations or another Act or under the Port’s Statement of Corporate Intent or Corporate Plan;\n● provide port services and ancillary services:\n● whether in or outside its ports; and\n● whether in or outside Australia; and\n● whether for another port\n Source: `annual-reports/2021-22.pages.jsonl`\n- ;\n● provide other services incidental to the performance of the Port's other functions, or likely to enhance the usage of its ports;\n● perform any other functions and exercise any other powers conferred on the Port under the Transport Infrastructure Act 1994 (Qld), the\nGovernment Owned Corporations Act 1993 (Qld) and Regulations or another Act or under the Port’s Statement of Corporate Intent or\nCorporate Plan;\n● provide port services and ancillary services:\n● whether in or outside its ports; and\n● whether in or outside Australia; and\n● whether for another port\n Source: `annual-reports/2022-23.pages.jsonl`\n- ;\n● provide other services incidental to the performance of the Port's other functions, or likely to enhance the usage of its ports;\n● perform any other functions and exercise any other powers conferred on the Port under the Transport Infrastructure Act 1994 (Qld), the\nGovernment Owned Corporations Act 1993 (Qld) and Regulations or another Act or under the Port’s Statement of Corporate Intent or Corporate\nPlan;\n● provide port services and ancillary services:\n● whether in or outside its ports; and\n● whether in or outside Australia; and\n● whether for another port\n Source: `annual-reports/2023-24.pages.jsonl`\n- ;\n● provide other services incidental to the performance of the Port's other functions, or likely to enhance the usage of its ports;\n● perform any other functions and exercise any other powers conferred on the Port under the Transport Infrastructure Act 1994 (Qld), the Government\nOwned Corporations Act 1993 (Qld) and Regulations or another Act or under the Port’s Statement of Corporate Intent or Corporate Plan;\n● provide port services and ancillary services:\n● whether in or outside its ports; and\n● whether in or outside Australia; and\n● whether for another port\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Time Injury Frequency Rate Mtpa Million Tonnes Per Annum PDE Performance Development Evaluation PS Act Public Service Act 2008\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.qld.gov.au/search?query=Time+Injury+Frequency+Rate+Mtpa+Million+Tonnes+Per+Annum+PDE+Performance+Development+Evaluation+PS+Act+Public+Service+Act+2008\n\n**Sources**:\n- `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- `strategies/potl_2020-2021_sci_with_redactions.pages.jsonl`\n\n**Evidence contexts**:\n- particular period.\nACRONYM MEANING\nCU Channel Upgrade Project\nEAP Employee Assistance Program\nEMS Environmental Management System\nFair Work Act Fair Work Act 2009 (Cth)\nFTE Full Time Equivalents\nGOC Act Government Owned Corporations Act 1993 (Qld)\nLTIRF Lost Time Injury Frequency Rate\nMtpa Million Tonnes Per Annum\nPDE Performance Development Evaluation\nPS Act Public Service Act 2008 (Qld)\nQTC Queensland Treasury Corporation\nSCI Statement of Corporate Intent 2020-2021\nSMS Safety Management System\nTEUs Twenty-Foot Equivalents Units\nTFR Total Fixed Remuneration\nStatement of Corporate Intent 2021-22 29\n Source: `strategies/2021-22_potl_sci_redacted_final.pages.jsonl`\n- am\nEMS Environmental Management System\nERP Enterprise Resource Planning\nFair Work Act Fair Work Act 2009 (Cth)\nFTE Full Time Equivalents\nGOC Act Government Owned Corporations Act 1993 (Qld)\nILUA Indigenous Land Use Agreements\nIOT Internet of Things\nLTIRF Lost Time Injury Frequency Rate\nMtpa Million Tonnes Per Annum\nPDE Performance Development Evaluation\nPS Act Public Service Act 2008 (Qld)\nQTC Queensland Treasury Corporation\nRAP Reconciliation Action Plan\nSCI Statement of Corporate Intent 2022-2023\nSMS Safety Management System\nTCC Townsville City Council\nTEUs Twenty-Foot Equivalents Units\nTFR Total Fixed Remuneration\nStatement of Corporat\n Source: `strategies/2022-23_sci_5723t1461-a744.pages.jsonl`\n- am\nEMS Environmental Management System\nERP Enterprise Resource Planning\nFair Work Act Fair Work Act 2009 (Cth)\nFTE Full Time Equivalents\nGOC Act Government Owned Corporations Act 1993 (Qld)\nILUA Indigenous Land Use Agreements\nIOT Internet of Things\nLTIRF Lost Time Injury Frequency Rate\nMtpa Million Tonnes Per Annum\nPDE Performance Development Evaluation\nPS Act Public Service Act 2008 (Qld)\nQTC Queensland Treasury Corporation\nRAP Reconciliation Action Plan\nSCI Statement of Corporate Intent 2022-2023\nSMS Safety Management System\nTCC Townsville City Council\nTEUs Twenty-Foot Equivalents Units\nTFR Total Fixed Remuneration\nStatement of Corporat\n Source: `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- particular period.\nACRONYM MEANING\nCU Channel Capacity Upgrade\nEAP Employee Assistance Program\nEMS Environmental Management System\nFair Work Act Fair Work Act 2009 (Cth)\nFTE Full Time Equivalents\nGOC Act Government Owned Corporations Act 1993 (Qld)\nLTIRF Lost Time Injury Frequency Rate\nMtpa Million Tonnes Per Annum\nPDE Performance Development Evaluation\nPS Act Public Service Act 2008 (Qld)\nQTC Queensland Treasury Corporation\nSCI Statement of Corporate Intent 2020-2021\nSMS Safety Management System\nTEUs Twenty-Foot Equivalents Units\nTFR Total Fixed Remuneration\n26\n Source: `strategies/potl_2020-2021_sci_with_redactions.pages.jsonl`\n\n### Public Sector Act 2022\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.qld.gov.au/search?query=Public+Sector+Act+2022\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- `strategies/5825t1354_tabled_sci_24-25.pages.jsonl`\n\n**Evidence contexts**:\n- ee from unlawful discrimination. The Port also has an Anti-\ndiscrimination, Bullying and Harassment Standard which prohibits Under section 148 of the GOC Act, the Port is a relevant agency\nunlawful discrimination, bullying and all types of harassment. for the Public Sector Act 2022 (Qld) (PS Act), Chapter 2. In\naccordance with Chapter 2, Part 2 of the PS Act, we must develop\nand annually review an equity and diversity plan and conduct\nannual audit and reporting against the plan.\n24 Port of Townsville Limited\n\n[page 25]\n, . , PORT••TDWNS\n Source: `annual-reports/2022-23.pages.jsonl`\n- person found to\nbe in breach of the policy may be subject to disciplinary action in accordance with the Port’s Disciplinary Standard. We also\nhave trained Contact Officers engaged at the Port.\nUnder section 148 of the GOC Act, we are a relevant agency for the Public Sector Act 2022 (Qld) (PS Act), Chapter 2. In\naccordance with Chapter 2, Part 2 of the PS Act, we must develop and annually review an equity and diversity plan, and\nconduct annual audit and reporting against the plan.\n9. Redundancy Provisions\nWe are committed to providing re\n Source: `strategies/5724t2055-99d5_sci_2023-24.pages.jsonl`\n- person found to\nbe in breach of the policy may be subject to disciplinary action in accordance with the Port’s Disciplinary Standard. We also\nhave trained Contact Officers engaged at the Port.\nUnder section 148 of the GOC Act, we are a relevant agency for the Public Sector Act 2022 (Qld) (PS Act), Chapter 2. In\naccordance with Chapter 2, Part 2 of the PS Act, we must develop and annually review an equity and diversity plan and\nconduct annual audit and reporting against the plan.\n9. Redundancy Provisions\nWe are committed to providing red\n Source: `strategies/5825t1354_tabled_sci_24-25.pages.jsonl`\n\n### Security Providers Act 1993\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.qld.gov.au/search?query=Security+Providers+Act+1993\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ure the security and safety of us all.\n• Controlled access to the port;\nIn addition to its obligations under MTOFSA and MTOFSR, the\n• Controlled access to berths; Port is subject to a number of other legislative requirements\nincluding, but not limited to, the Security Providers Act 1993 (Qld),\n• Identification and establishment of Restricted Zones; and\nTransport Infrastructure Act 1994 (Qld) and Transport Infrastructure\n• Application of Penalties for Security Breaches and Reporting (Public Marine Facilities) Regulations 2011 (Qld).\nof Securi\n Source: `annual-reports/2022-23.pages.jsonl`\n- we can better identify\nand address security incidents and enhance our preparedness as a port facility.\nIn addition to its obligations under MTOFSA and MTOFSR, the Port is subject to a number of other legislative requirements including,\nbut not limited to, the Security Providers Act 1993 (Qld), Transport Infrastructure Act 1994 (Qld) and Transport Infrastructure (Public Marine\nFacilities) Regulations 2011 (Qld).\nThe Port maintains all required registers and licences to ensure compliance with the Acts and Regulations that it is subject to, and\n Source: `annual-reports/2023-24.pages.jsonl`\n- sfully attained these new levels. responsive to any risks or incidents which arise. In addition to its\nobligations under MTOFSA and MTOFSR, the Port is subject to a\nnumber of other legislative requirements including, but not limited\nTOWAGE SERVICES to, the:\n• Security Providers Act 1993 (Qld),\nHarbour towage services have been provided by Smit Lamnalco\n• Transport Infrastructure Act 1994 (Qld)\nthrough the use of two dedicated tugs throughout the year.\nIn December 2024, following an open tender process, it was • Transport Infrastructure (Publ\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Security of Critical Infrastructure Act 2018\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.qld.gov.au/search?query=Security+of+Critical+Infrastructure+Act+2018\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `strategies/5825t1354_tabled_sci_24-25.pages.jsonl`\n\n**Evidence contexts**:\n- ccepted by the Department of Home the Port ensures strong collaboration across all areas of its\nAffairs. operations to deliver synergies through an integrated approach\nto physical and cyber management.\nFollowing the establishment and further amendments of the\nSecurity of Critical Infrastructure Act 2018 (Cth) (SOCI) appropriate\namendments have been made to the Port of Townsville’s MSP to\nmeet the requirements for this Act, particularly regarding cyber\nsecurity.\nThe Port is required to hold a Port Security Committee meeting\nannually and this was held in Octob\n Source: `annual-reports/2022-23.pages.jsonl`\n- curity measures to protect our facilities, assets and personnel from potential\ncyber security threats. As a result, we have strengthened our already advanced access control systems, surveillance technologies and\nprotocols to align with the requirements of the Security of Critical Infrastructure Act 2018 (Cth) (SOCI) and safeguard our operational\nefficiency.\nIn alignment with our MSP the Port is required to hold a Port Security Committee meeting annually. The security committee is made up\nof the Port’s key personnel, port users and relevant government agencie\n Source\n\n_…truncated, open the .md file for the full content._", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "Australia’s Port for the Future", "vision_source_page": 6, "purposes": "Creating prosperity for our communities and value for our customers and shareholders through world-leading sustainable operations", "purposes_source_page": null, "how_we_deliver": "We build meaningful and lasting relationships, we continuously innovate each other, we respect each other, we do the right thing", "how_we_deliver_source_page": null, "government_priorities": [ { "text": "Prosperity", "source_page": null }, { "text": "Planet", "source_page": null }, { "text": "Community", "source_page": null }, { "text": "People", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Trade and Business Opportunities", "description": "Generating prosperity for our region and value for our customers and shareholders through our growth and diversification of trade and business opportunities and ensuring that infrastructure and services across the supply chain are efficient, safe and secure, reliable and cost competitive.", "key_activities": [ "Infrastructure and service provision", "Trade and business diversification" ], "source_page": null }, { "name": "Outcome 2: Environmental Protection", "description": "Protecting and enhancing our natural environment by delivering on climate commitments, showcasing industry-leading practices, and partnering to support healthy reefs and ecosystems.", "key_activities": [ "Climate commitments", "Industry-leading practices", "Partnerships for ecosystem support" ], "source_page": null }, { "name": "Outcome 3: Community Engagement", "description": "Creating positive outcomes for our communities, creating vibrant waterfront destinations, giving back, building strong partnerships and being a valued neighbour improving connectivity and liveability.", "key_activities": [ "Community initiatives", "Partnerships", "Cultural awareness training" ], "source_page": null }, { "name": "Outcome 4: Workforce Development", "description": "Providing a great place to work, developing the capability of our people and a high performing culture to ensure we are well positioned to achieve our long-term strategic objectives and continue to attract, retain and develop our top talent.", "key_activities": [ "Workforce development", "Diversity, Equity and Inclusion", "Reconciliation Action Plan" ], "source_page": null } ], "values": [ "Partnerships", "Opportunities", "Respect", "Trust" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Port Channel Upgrade Project Completion", "target": "On-time, on-budget", "source_page": null }, { "code": "CCE02", "measure": "Cruise Terminal Launch", "target": "Successful launch and operation", "source_page": null }, { "code": "CCE03", "measure": "Renewable Energy Cargo Laydown Area", "target": "Construction commencement", "source_page": null } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Port Channel Upgrade Project Completion", "result": "Completed in December 2024", "status": "Achieved", "source_page": null }, { "code": "CCE02", "measure": "Cruise Terminal Launch", "result": "Upgrades completed in late 2024", "status": "Achieved", "source_page": null }, { "code": "CCE03", "measure": "Renewable Energy Cargo Laydown Area", "result": "Construction commenced", "status": "In progress", "source_page": null } ], "_source_urls": { "annual_report_url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "QLD-Port-of-Townsville", "entity_name": "Port of Townsville", "folder_name": "Port-of-Townsville", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "The CU Project ER Plan is intended to ensure that\nappropriate human resources are acquired with the necessary skills, employed in accordance with\nthe legislative framework and trained if any skill gaps are identified\nStrategies and key actions to be implemented during 2019 – 2020 are as follows:\nPerformance\nStrategy Performance Measure Performance Target\nOutcome\nPromote POTL as an (cid:131) Employee satisfaction (cid:131) % successful completion of (cid:131) > 100% successful\nemployer of choice to (cid:131) Improved recruitment qualifying periods completion\nattract and retain outcomes (cid:131) Number of applications for (cid:131) > 6 applications received\nemployees who align advertised positions for each advertised\nwith POTL’s business position\nobjectives\nEnsure workplace (cid:131) Workplace free from (cid:131) Number of incidents of (cid:131) Nil incidents of", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_government_with_new_ministers_name_-_.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "QLD-Port-of-Townsville", "entity_name": "Port of Townsville", "folder_name": "Port-of-Townsville", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "The CU Project ER Plan is intended to ensure that\nappropriate human resources are acquired with the necessary skills, employed in accordance with\nthe legislative framework and trained if any skill gaps are identified\nStrategies and key actions to be implemented during 2019 – 2020 are as follows:\nPerformance\nStrategy Performance Measure Performance Target\nOutcome\nPromote POTL as an (cid:131) Employee satisfaction (cid:131) % successful completion of (cid:131) > 100% successful\nemployer of choice to (cid:131) Improved recruitment qualifying periods completion\nattract and retain outcomes (cid:131) Number of applications for (cid:131) > 6 applications received\nemployees who align advertised positions for each advertised\nwith POTL’s business position\nobjectives\nEnsure workplace (cid:131) Workplace free from (cid:131) Number of incidents of (cid:131) Nil incidents of", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_gov.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/ecm_1823203_v1_20200917_2019-2020_statement_of_corporate_intent_final___2_to_government_with_new_ministers_name_-_.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "QLD-Port-of-Townsville", "entity_name": "Port of Townsville", "folder_name": "Port-of-Townsville", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "Audit and Risk Committee\nEffective 1 January 2024\nChair – Ms Vanessa (Fernandes) Sullivan\nMembers – Ms Danielle O’Toole and Ms Connie Navarro\nEffective from 1 July 2023 to 31 December 2023\nChair – Ms Vanessa (Fernandes) Sullivan\nMembers – Ms Danielle O’Toole and Ms Ann Sherry\nThe primary objective of the Audit and Risk Committee is to assist the Board in fulfilling its corporate governance and oversight\nresponsibilities in respect to the quality and integrity of financial reporting, the performance of the external audit, effectiveness\nand objectivity of the internal audit plan, and oversight of the internal control system for financial reporting, accounting records,\nbusiness risks and compliance activities.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "QLD-Port-of-Townsville", "entity_name": "Port of Townsville", "folder_name": "Port-of-Townsville", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "Audit and Risk Committee\nEffective 1 January 2024\nChair – Ms Vanessa (Fernandes) Sullivan\nMembers – Ms Danielle O’Toole and Ms Connie Navarro\nEffective from 1 July 2023 to 31 December 2023\nChair – Ms Vanessa (Fernandes) Sullivan\nMembers – Ms Danielle O’Toole and Ms Ann Sherry\nThe primary objective of the Audit and Risk Committee is to assist the Board in fulfilling its corporate governance and oversight\nresponsibilities in respect to the quality and integrity of financial reporting, the performance of the external audit, effectiveness\nand objectivity of the internal audit plan, and oversight of the internal control system for financial reporting, accounting records,\nbusiness risks and compliance activities.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "QLD-Port-of-Townsville", "entity_name": "Port of Townsville", "folder_name": "Port-of-Townsville", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "42,401 42,103\n(O) CONTRACT AND OTHER LIABILITIES\nContract and Other Liabilities include revenue received in advance relating to long term operating leases on investment properties and revenue received in\nadvance for contracts or projects for which the deliverables and obligations have not yet been achieved .", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "QLD-Port-of-Townsville", "entity_name": "Port of Townsville", "folder_name": "Port-of-Townsville", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "42,401 42,103\n(O) CONTRACT AND OTHER LIABILITIES\nContract and Other Liabilities include revenue received in advance relating to long term operating leases on investment properties and revenue received in\nadvance for contracts or projects for which the deliverables and obligations have not yet been achieved .", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2022-23.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "QLD-Port-of-Townsville", "entity_name": "Port of Townsville", "folder_name": "Port-of-Townsville", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "COMMUNITY ACTIONS\nCOMMUNITY INITIATIVE TARGET 2022\nOBJECTIVE 2021-2022\n Monitor and Review community survey method and results\nCreate positive outcomes for  Port Amenity Plan staged implementation.\nthe community  Accumulated Noise modelling and action plan for Port Buffer\nzones  Community andn Stakeholder Actions\nBE A GOOD completed\n Implement Community & Stakeholder Plan Actions\nNEIGHBOUR  To be in the top 10 of trusted business in\nBuild trust through engagement  Build an action plan with CLG members to encourage more Townsville\nengagement\nand responsiveness\n Implement complaints process and actively monitor feedback\n Identify a survey metric for trusted businesses in the region\nSupport local industry and  Community Fund 2 Round 2\neducational collaboration  Procurement Information session held with industry  Community projects worth $50,000\nSTRONG\nsupported\nCOMMUNITIES &", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/2021-22_potl_sci_redacted_final.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2021-22_potl_sci_redacted_final.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "QLD-Port-of-Townsville", "entity_name": "Port of Townsville", "folder_name": "Port-of-Townsville", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "COMMUNITY ACTIONS\nCOMMUNITY INITIATIVE TARGET 2022\nOBJECTIVE 2021-2022\n Monitor and Review community survey method and results\nCreate positive outcomes for  Port Amenity Plan staged implementation.\nthe community  Accumulated Noise modelling and action plan for Port Buffer\nzones  Community andn Stakeholder Actions\nBE A GOOD completed\n Implement Community & Stakeholder Plan Actions\nNEIGHBOUR  To be in the top 10 of trusted business in\nBuild trust through engagement  Build an action plan with CLG members to encourage more Townsville\nengagement\nand responsiveness\n Implement complaints process and actively monitor feedback\n Identify a survey metric for trusted businesses in the region\nSupport local industry and  Community Fund 2 Round 2\neducational collaboration  Procurement Information session held with industry  Community projects worth $50,000\nSTRONG\nsupported\nCOMMUNITIES &", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/2021-22_potl_sci_redacted_final.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2021-22_potl_sci_redacted_final.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "QLD-Port-of-Townsville", "entity_name": "Port of Townsville", "folder_name": "Port-of-Townsville", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 23]\n, . , PORT••TOWNSVILLE\nGOVERNANCE\nSHAREHOLDING MINISTERS\nDeputy Premier, Treasurer and Minister for Trade and Investment\nThe Honourable Cameron Dick MP\nMinister for Transport and Main Roads and Minister for Digital Services\nThe Honourable Bart Mellish MP\nMinister for Transport and Main Roads and Minister for Digital Services\n(1 July 2023 – 17 December 2023)\nThe Honourable Mark Bailey MP\nBOARD OF DIRECTORS\nMs Ann Sherry AO (Chair)\nMs Connie Navarro\nMs Danielle O’Toole\nMr David Waters\nMs Jody Currie\nMr John Lee\nMs Vanessa (Fernandes) Sullivan\nCOMPANY SECRETARY\nMr Ken Veness\nSTRATEGY, INNOVATION AND\nAUDIT & RISK COMMITTEE SUSTAINABILITY COMMITTEE\nDEVELOPMENT COMMITTEE\nMs Connie Navarro (Chair) Ms Vanessa (Fernandes) Sullivan (Chair) Mr David Waters (Chair)\nMs Ann Sherry AO Ms Connie Navarro Ms Jody Currie\nMr John Lee Ms Danielle O’Toole Ms Vanessa (Fernandes) Sullivan", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "QLD-Port-of-Townsville", "entity_name": "Port of Townsville", "folder_name": "Port-of-Townsville", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 23]\n, . , PORT••TOWNSVILLE\nGOVERNANCE\nSHAREHOLDING MINISTERS\nDeputy Premier, Treasurer and Minister for Trade and Investment\nThe Honourable Cameron Dick MP\nMinister for Transport and Main Roads and Minister for Digital Services\nThe Honourable Bart Mellish MP\nMinister for Transport and Main Roads and Minister for Digital Services\n(1 July 2023 – 17 December 2023)\nThe Honourable Mark Bailey MP\nBOARD OF DIRECTORS\nMs Ann Sherry AO (Chair)\nMs Connie Navarro\nMs Danielle O’Toole\nMr David Waters\nMs Jody Currie\nMr John Lee\nMs Vanessa (Fernandes) Sullivan\nCOMPANY SECRETARY\nMr Ken Veness\nSTRATEGY, INNOVATION AND\nAUDIT & RISK COMMITTEE SUSTAINABILITY COMMITTEE\nDEVELOPMENT COMMITTEE\nMs Connie Navarro (Chair) Ms Vanessa (Fernandes) Sullivan (Chair) Mr David Waters (Chair)\nMs Ann Sherry AO Ms Connie Navarro Ms Jody Currie\nMr John Lee Ms Danielle O’Toole Ms Vanessa (Fernandes) Sullivan", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2023-24.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "QLD-Port-of-Townsville", "entity_name": "Port of Townsville", "folder_name": "Port-of-Townsville", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "JOB CREATION\n(cid:131) Compliance with the Queensland Procurement Policy and its Best Practice\nPrinciples.\n(cid:131) Commitment to First Nation Employment on Major Projects.\n(cid:131) Continued input into the Priority Port Master Plan for Townsville.\n(cid:131) Compliance with Long-Term Maintenance Dredging Management Plans.\n(cid:131) Compliance with the Sustainable Ports Development Act 2015 and Reef 2050\nSUSTAINABILITY\nLong-Term Sustainability Plan.\n(cid:131) Compliance with environmental regulators conditions for projects and operational\nworks.\n(cid:131) Continued implementation of the Port's Community Engagement Plans.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/potl_2020-2021_sci_with_redactions.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/potl_2020-2021_sci_with_redactions.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "QLD-Port-of-Townsville", "entity_name": "Port of Townsville", "folder_name": "Port-of-Townsville", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "JOB CREATION\n(cid:131) Compliance with the Queensland Procurement Policy and its Best Practice\nPrinciples.\n(cid:131) Commitment to First Nation Employment on Major Projects.\n(cid:131) Continued input into the Priority Port Master Plan for Townsville.\n(cid:131) Compliance with Long-Term Maintenance Dredging Management Plans.\n(cid:131) Compliance with the Sustainable Ports Development Act 2015 and Reef 2050\nSUSTAINABILITY\nLong-Term Sustainability Plan.\n(cid:131) Compliance with environmental regulators conditions for projects and operational\nworks.\n(cid:131) Continued implementation of the Port's Community Engagement Plans.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/potl_2020-2021_sci_with_redactions.pdf (https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/potl_2020-2021_sci_with_redactions.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2024-25", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5825t1353_tabled_annual_report_24-25.pdf", "file": "annual-reports/2024-25.pdf", "bytes": 1932831, "link_text": "Annual Report 2024 - 2025 Document published on 14-10-2025 Download" }, { "category": "annual-reports", "year": "2024", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/tsv_port_authority_annual_report_1990-1991.pdf", "file": "annual-reports/2024.pdf", "bytes": 22557549, "link_text": "Annual Report 1990 - 1991 Document published on 30-01-2024 Download" }, { "category": "annual-reports", "year": "2023-24", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/5724t2056-889f_annual_report_2023-24.pdf", "file": "annual-reports/2023-24.pdf", "bytes": 1619630, "link_text": "Annual Report 2023 - 2024 Document published on 26-09-2024 Download" }, { "category": "annual-reports", "year": "2022-23", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/2022-23_annual_report_5723t1460-7334.pdf", "file": "annual-reports/2022-23.pdf", "bytes": 1463120, "link_text": "Annual Report 2022 - 2023 Document published on 03-10-2023 Download" }, { "category": "annual-reports", "year": "2021-22", "url": "https://os-data-2.s3-ap-southeast-2.amazonaws.com/townsville-port-2/bundle13/port_of_townsville_ltd_2021-22_annual_report_final.pdf", "file": "annual-reports/2021-22.pdf", "bytes": 1778203, "link_text": "Annual Report 2021 - 2022 Document published on 17-10-2022 Download" }, { "category": "strategies", "year": null, "url": "https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle2/pot_1898_r1_environmental_and_social_values_surrounding_the_port_of_townsville_.pdf", "file": "strategies/pot_1898_r1_environmental_and_social_values_surrounding_the_port_of_townsville_.pdf", "bytes": 1903335, "link_text": "Environmental and Social Values" }, { "category": "strategies", "year": null, "url": "https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle15/quality_policy.pdf", "file": "strategies/quality_policy.pdf", "bytes": 289760, "link_text": "" }, { "category": "strategies", "year": null, "url": "https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle15/environmental_policy.pdf", "file": "strategies/environmental_policy.pdf", "bytes": 237910, "link_text": "" }, { "category": "strategies", "year": null, "url": "https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle15/information_security_policy_statement.pdf", "file": "strategies/information_security_policy_statement.pdf", "bytes": 247141, "link_text": "" }, { "category": "strategies", "year": null, "url": "https://s3-ap-southeast-2.amazonaws.com/os-data-2/townsville-port-2/bundle15/health_safety_and_wellbeing_policy.pdf", "file": "strategies/health_safety_and_wellbeing_policy.pdf", "bytes": 253541, "link_text": "" }, { "category": 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