{
  "entity_id": "B-002215",
  "folder": "SBS-Community-Advisory-Committee",
  "name": "SBS Community Advisory Committee",
  "type": "Statutory Body",
  "jurisdiction": "Commonwealth",
  "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts",
  "website": "https://www.sbs.com.au/aboutus/community-advisory-committee",
  "data_status": "rich",
  "completeness": {
    "has_strategy_brief": true,
    "has_strategy_structured": true,
    "has_vision": false,
    "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": 18,
    "n_kpi_targets": 3,
    "n_kpi_results": 3,
    "n_outcomes": 5,
    "verified_own_data": true
  },
  "strategy_profile": {
    "status": "published",
    "confidence": "high",
    "summary": "SBS INSPIRES ALL AUSTRALIANS TO EXPLORE, RESPECT AND CELEBRATE OUR DIVERSE WORLD AND IN DOING SO, CONTRIBUTES TO A COHESIVE SOCIETY. [AR p.6]",
    "official_site_url": "https://www.sbs.com.au/aboutus/community-advisory-committee",
    "source_documents": [
      {
        "type": "annual_report",
        "title": "SBS 2024-25 Annual Report (PDF)",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "SBS 2023-24 Annual Report (PDF)",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2024/10/SBS_2024_Annual_Report_DIGITAL.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "SBS 2022-23 By the numbers",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2023/10/SBS-Mini-Annual-Report_2023_DIGITAL.pdf",
        "period": "2022-23",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "SBS 2021-22 Annual Report",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf",
        "period": "2021-22",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "SBS 2020-21 Annual Report",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf",
        "period": "2020-21",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2025-26",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "period": "2025-26",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2024-25",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2024/09/SBS-Corporate-Plan-2024-25.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2023-24",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2023/09/sbs_corporate_plan_2023.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2022-23",
        "url": "https://sbs.com.au/aboutus/wp-content/uploads/sites/sbs.com.au.aboutus/files/sbs_corporate_plan_fy22-23.pdf",
        "period": "2022-23",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Corporate Plan 2021-22",
        "url": "https://sbs.com.au/aboutus/wp-content/uploads/sites/sbs.com.au.aboutus/files/sbs_corporate_plan_fy21-22.pdf",
        "period": "2021-22",
        "confidence": "high"
      },
      {
        "type": "strategie",
        "title": "SBS Elevate Reconciliation Action Plan June 2022 - June 2026",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2023/06/sbs_elevate_reconciliation_action_plan_june_2022_-_june_2026.pdf",
        "period": "2023",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "SBS Elevate Reconciliation Action Plan Year One Progress Report (June 2022 - June 2023)",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2023/10/rap5_progress_report_june_2023.pdf",
        "period": "2023",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "SBS Elevate Reconciliation Action Plan Year Two Progress Report (June 2023 – June 2024)",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf",
        "period": "2023-24",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "SBS 2023-24 By the numbers (4-page highlight document PDF)",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2024/11/SBS-MiniAnnuaReport2024-04-11-24-DIGITAL.pdf",
        "period": "2023-24",
        "confidence": "medium"
      }
    ],
    "purpose": {
      "text": "SBS INSPIRES ALL AUSTRALIANS TO EXPLORE, RESPECT AND CELEBRATE OUR DIVERSE WORLD AND IN DOING SO, CONTRIBUTES TO A COHESIVE SOCIETY. [AR p.6]",
      "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
      "source_page": 6,
      "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=6"
    },
    "vision": null,
    "strategic_priorities": [
      {
        "title": "Accelerating language offerings and capabilities to Australia’s multilingual and multicultural communities",
        "description": "Accelerating language offerings and capabilities to Australia’s multilingual and multicultural communities",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 3,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3"
      },
      {
        "title": "Expanding upon First Nations content offering available to all Australians",
        "description": "Expanding upon First Nations content offering available to all Australians",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 3,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3"
      },
      {
        "title": "Delivering trusted news and information and contributing to the national conversation with bold programming",
        "description": "Delivering trusted news and information and contributing to the national conversation with bold programming",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 3,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3"
      },
      {
        "title": "Delivering stories that engage, inform and entertain all Australians, as their needs and consumption habits evolve",
        "description": "Delivering stories that engage, inform and entertain all Australians, as their needs and consumption habits evolve",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 3,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3"
      },
      {
        "title": "Delivering best-in-class user experience for audiences on SBS’s digital platforms to improve audience engagement and loy",
        "description": "Delivering best-in-class user experience for audiences on SBS’s digital platforms to improve audience engagement and loyalty",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 3,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3"
      },
      {
        "title": "Managing the transition to a digital audience base by building audience awareness, scale and engagement on digital platf",
        "description": "Managing the transition to a digital audience base by building audience awareness, scale and engagement on digital platforms such as SBS On Demand to ensure continued relevance as audiences increasingly stream online",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 3,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3"
      },
      {
        "title": "Maintaining relevance on traditional broadcasting platforms to ensure continued delivery on Charter and Purpose",
        "description": "Maintaining relevance on traditional broadcasting platforms to ensure continued delivery on Charter and Purpose",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 3,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3"
      },
      {
        "title": "Continue to invest in Charter-driven content and activities by increasing returns from commercial activities, while cont",
        "description": "Continue to invest in Charter-driven content and activities by increasing returns from commercial activities, while continuing to innovate and further improve efficiency of existing operations",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 3,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3"
      },
      {
        "title": "Attracting and retaining the best people by ensuring SBS remains a great and inclusive place to work, with higher staff ",
        "description": "Attracting and retaining the best people by ensuring SBS remains a great and inclusive place to work, with higher staff engagement and collaboration to maximise business outcomes",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 3,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3"
      },
      {
        "title": "Ensuring emerging technologies can be harnessed effectively to support delivery of SBS’s Charter, Purpose and strategy",
        "description": "Ensuring emerging technologies can be harnessed effectively to support delivery of SBS’s Charter, Purpose and strategy",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 3,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3"
      }
    ],
    "values": [
      {
        "name": "We are audience obsessed",
        "description": "",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": null
      },
      {
        "name": "We embrace difference",
        "description": "",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": null
      },
      {
        "name": "We are bold and brave",
        "description": "",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": null
      },
      {
        "name": "We engage and participate fully",
        "description": "",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": null
      },
      {
        "name": "We look out for one another",
        "description": "",
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": null
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Distinctive Network",
        "description": "SBS is Australia’s most distinctive and multilingal broadcaster, occupying a unique place in the Australian media market. SBS takes a platform-agnostic approach to content, distributing our world-class offerings across linear television, radio, on demand, and digital channels.",
        "activities": [
          "Content creation, acquisition and curation",
          "Content broadcast and distribution",
          "Content commercialisation"
        ],
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 20,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=20"
      },
      {
        "name": "Outcome 2: Audience First",
        "description": "SBS is continuously evolving to serve audiences on contemporary Australia across screen and audio. Consequently, we remain strong advocates of fair regulation to ensure all Australians can easily access our content wherever they choose.",
        "activities": [
          "Content creation, acquisition and curation",
          "Content broadcast and distribution"
        ],
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 42,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=42"
      },
      {
        "name": "Outcome 3: Community Impact",
        "description": "SBS works closely with communities in Australia to understand their issues and perspectives, amplify their voices, and tell their stories.",
        "activities": [
          "Content creation, acquisition and curation",
          "Content broadcast and distribution"
        ],
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 54,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=54"
      },
      {
        "name": "Outcome 4: Great People; Great Culture",
        "description": "Our people and culture are our competitive advantage.",
        "activities": [
          "Content creation, acquisition and curation",
          "Content broadcast and distribution"
        ],
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 70,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=70"
      },
      {
        "name": "Outcome 5: Great Business",
        "description": "Sustainability, world-class operational efficiency and processes, and globally unique partnerships.",
        "activities": [
          "Content support activities"
        ],
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 80,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=80"
      }
    ],
    "performance_measures": [
      {
        "code": "CCE01",
        "measure": "Digital registrations",
        "target": "$178.7m",
        "latest_result": "Target met",
        "status": "Achieved",
        "target_source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "target_source_page": 46,
        "result_source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf",
        "result_source_page": 116
      },
      {
        "code": "CCE02",
        "measure": "Average monthly audio podcast downloads",
        "target": "3.82m",
        "latest_result": "3.86m",
        "status": "Achieved",
        "target_source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "target_source_page": 46,
        "result_source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf",
        "result_source_page": 116
      },
      {
        "code": "CCE03",
        "measure": "Total own source revenue",
        "target": "$178.7m",
        "latest_result": "13.2m",
        "status": "Achieved",
        "target_source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "target_source_page": 46,
        "result_source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf",
        "result_source_page": 116
      }
    ],
    "document_alignment_terms": {
      "must_support": [
        "SBS INSPIRES ALL AUSTRALIANS TO EXPLORE, RESPECT AND CELEBRATE OUR DIVERSE WORLD AND IN DOING SO, CONTRIBUTES TO A COHESIVE SOCIETY. [AR p.6]",
        "Accelerating language offerings and capabilities to Australia’s multilingual and multicultural communities",
        "Expanding upon First Nations content offering available to all Australians",
        "Delivering trusted news and information and contributing to the national conversation with bold programming",
        "Delivering stories that engage, inform and entertain all Australians, as their needs and consumption habits evolve",
        "Delivering best-in-class user experience for audiences on SBS’s digital platforms to improve audience engagement and loyalty",
        "Managing the transition to a digital audience base by building audience awareness, scale and engagement on digital platforms such as SBS On Demand to ensure continued relevance as audiences increasingly stream online",
        "Maintaining relevance on traditional broadcasting platforms to ensure continued delivery on Charter and Purpose",
        "Continue to invest in Charter-driven content and activities by increasing returns from commercial activities, while continuing to innovate and further improve efficiency of existing operations"
      ],
      "watch_terms": [
        "Digital registrations",
        "Average monthly audio podcast downloads",
        "Total own source revenue"
      ],
      "avoid_claiming_without_evidence": []
    },
    "review_note": ""
  },
  "strategy_brief_md": "# SBS Community Advisory Committee — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf)\n**Corporate Plan**: [2025-26](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf)\n\n## Our purpose / purposes\n\n> SBS INSPIRES ALL AUSTRALIANS TO EXPLORE, RESPECT AND CELEBRATE OUR DIVERSE WORLD AND IN DOING SO, CONTRIBUTES TO A COHESIVE SOCIETY. [AR p.6](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf#page=6) [[CP p.6](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=6)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=6)]\n\n## How we deliver\n\n> SBS operates across broadcast and online platforms to deliver on our Charter and achieve our purpose. [CP p.3](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3) [[CP p.3](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)]\n\n## Government priorities for this department\n\n- Accelerating language offerings and capabilities to Australia’s multilingual and multicultural communities [[CP p.3](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)]\n- Expanding upon First Nations content offering available to all Australians [[CP p.3](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)]\n- Delivering trusted news and information and contributing to the national conversation with bold programming [[CP p.3](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)]\n- Delivering stories that engage, inform and entertain all Australians, as their needs and consumption habits evolve [[CP p.3](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)]\n- Delivering best-in-class user experience for audiences on SBS’s digital platforms to improve audience engagement and loyalty [[CP p.3](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)]\n- Managing the transition to a digital audience base by building audience awareness, scale and engagement on digital platforms such as SBS On Demand to ensure continued relevance as audiences increasingly stream online [[CP p.3](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)]\n- Maintaining relevance on traditional broadcasting platforms to ensure continued delivery on Charter and Purpose [[CP p.3](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)]\n- Continue to invest in Charter-driven content and activities by increasing returns from commercial activities, while continuing to innovate and further improve efficiency of existing operations [[CP p.3](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)]\n- Attracting and retaining the best people by ensuring SBS remains a great and inclusive place to work, with higher staff engagement and collaboration to maximise business outcomes [[CP p.3](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)]\n- Ensuring emerging technologies can be harnessed effectively to support delivery of SBS’s Charter, Purpose and strategy [[CP p.3](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=3)]\n\n## Outcomes\n\n### Outcome 1: Distinctive Network\nSBS is Australia’s most distinctive and multilingal broadcaster, occupying a unique place in the Australian media market. SBS takes a platform-agnostic approach to content, distributing our world-class offerings across linear television, radio, on demand, and digital channels. [[CP p.20](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=20)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=20)]\n\n**Key activities:**\n- Content creation, acquisition and curation\n- Content broadcast and distribution\n- Content commercialisation\n\n### Outcome 2: Audience First\nSBS is continuously evolving to serve audiences on contemporary Australia across screen and audio. Consequently, we remain strong advocates of fair regulation to ensure all Australians can easily access our content wherever they choose. [[CP p.42](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=42)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=42)]\n\n**Key activities:**\n- Content creation, acquisition and curation\n- Content broadcast and distribution\n\n### Outcome 3: Community Impact\nSBS works closely with communities in Australia to understand their issues and perspectives, amplify their voices, and tell their stories. [[CP p.54](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=54)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=54)]\n\n**Key activities:**\n- Content creation, acquisition and curation\n- Content broadcast and distribution\n\n### Outcome 4: Great People; Great Culture\nOur people and culture are our competitive advantage. [[CP p.70](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=70)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=70)]\n\n**Key activities:**\n- Content creation, acquisition and curation\n- Content broadcast and distribution\n\n### Outcome 5: Great Business\nSustainability, world-class operational efficiency and processes, and globally unique partnerships. [[CP p.80](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=80)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=80)]\n\n**Key activities:**\n- Content support activities\n\n## Values and principles\n\n_SBS Values_\n\n- We are audience obsessed\n- We embrace difference\n- We are bold and brave\n- We engage and participate fully\n- We look out for one another\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 | Digital registrations | $178.7m | [CP p.46](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=46)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=46) |\n| CCE02 | Average monthly audio podcast downloads | 3.82m | [CP p.46](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=46)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=46) |\n| CCE03 | Total own source revenue | $178.7m | [CP p.46](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=46)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=46) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Total own source revenue | Target met | Achieved | [AR p.116](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf#page=116)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf#page=116) |\n| CCE02 | Average monthly audio podcast downloads | 3.86m | Achieved | [AR p.116](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf#page=116)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf#page=116) |\n| CCE03 | Digital registrations | 13.2m | Achieved | [AR p.116](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf#page=116)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf#page=116) |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# SBS Community Advisory Committee - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:12:46.922351+00:00\n**Entity ID**: B-002215\n**Entity type**: Statutory Body\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: https://www.sbs.com.au/aboutus/community-advisory-committee\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| corporate-plans | 5 |\n| other-pdfs | 4 |\n| pages | 39 |\n| strategies | 4 |\n\n## Executive Readout\n\n### Purpose\n\n- [pages 17,18,19,20]\nall of which contribute to\nSBS delivering on its Charter and achieving its Purpose, for the benefit of Australian audiences:\nContent creation, Content broadcast Content\nacquisition and curation and distribution commercialisation\nContent support activities\nHow We Measure Success\nEnsuring Maintaining Growing Managing Improving Growing staff\nSBS delivers relevance on consumption the transition the share of engagement and\non Charter traditional on SBS digital to a digital funding from collaboration\nand broadcasting platforms SBS audience commercial to maximise\nPurpose platforms base revenue business\noutcomes\nDetails of SBS’s performance against its key performance indicators in 2020-21 are found in the\nAnnual Performance Statement section of this report (pages 85–88).\na world of difference 17\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- CALD (Cultural\nPurpose Delivered by Outcome and sub-programs programs of TV programming 1.1, 2021-22 hours hours and Linguistically Diverse)\naligned with broadcast in CALD – Portfolio content includes 10,719 hours of\n“SBS inspires all Australians to Whole of Outcome 1 Program 1.1 – SBS General Australia’s all linear channels Budget programming broadcast in LOTE\nexplore, respect and celebrate organisation Operational Activities multicultural Statements, (languages other than English)\nour diverse world, and in doing so, society and p 486 across all linear channels.\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n- 2-6]\nResults and Analysis of Performance against Purpose Number of hours of Program 180 267 Target exceeded; the\nThe Annual Performance Statement (APS) outlines the identified deliverable, the performance criterion, Broadcasting locally commissioned 1.1, 2021-22 hours hours commissioning of additional\nin languages programs broadcast Portfolio seasons of several high-volume\nthe target outcome and the actual result for the year, as well as any relevant commentary regarding\nother than (first run) all linear Budget programs (e.g.\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n- What we do\nThe operations of SBS can be broken down into four areas of significant activity, all of which contribute to\nSBS delivering on its Charter and achieving its Purpose, for the benefit of Australian audiences:\nContent creation, Content broadcast Content\nacquisition and curation and distribution commercialisation\nContent support activities\nHow We Measure Success\nEnsuring Maintaining Growing Managing Improving Growing staff\nSBS delivers relevance on consumption the transition the share of engagement and\non Charter traditional on SBS digital to a digital funding from collaboration\nand broadcasting platforms SBS audience commercial to maximise\nPurpose platforms base revenue business\noutcomes\nDetails of SBS’s performance against its key performance indicators in 2020-21 are found in the\nAnnual Performance Statement section of this report (pages 85–88).\na world of difference 17\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n\n### Role and Functions\n\n- SBS continued to implement broadcast, technology and distribution solutions that\nPlan, p 22 enabled the effective and efficient delivery of this function.\n*Note: In the 2021-22 Corporate Plan the 2021-22 target for number of hours of locally commissioned programs broadcast (first run) on NITV was revised to 35 hours instead of 45 SBS is the only Australian broadcaster to transmit three high-definition channels – SBS HD, SBS VICELAND\nhours as stated earlier in the 2021-22 Portfolio Budget Statement, as the intervening months and planning process allowed for greater visibility of the impact of COVID-19 delays HD and SBS World Movies.\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n- Maintaining and Population reach - Program 100% 100% Target met.\nimproving the digital transmission sites 1.2, 2021-22 (For more examples and information, see pages 76 - 78)\navailability of (including VAST Satellite) Portfolio\nSBS’s digital Budget Content Support Activities\nAvailability of digital 99.82% 99.96% Target exceeded.\ntransmissions Statements,\ntelevision transmission FY21-22 FY21-22\np 487\nExtending the services (fully managed Deliverable Performance Criterion Source Target Actual Commentary\nreach of SBS’s services)* SBS 2021-22\nEffective and Content support activities - SBS <=10% 9% Target exceeded\ndigital network Population reach for Corporate 97% 98% Target exceeded.\nefficient support share of total operating 2021-22 (less than 10%).\nterrestrial services Plan, p 24\n[pages 80-81; of core content expense (%, including Corporate\n(excluding satellite)\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n- [Page 12]\nSBS Board of Directors\nThe SBS Board of Directors, — Develop and publicise SBS’s Board Meeting\nconsisting of the Managing policies on the handling Date Location\nDirector and non-executive of complaints;\n26 August, 2020 Video\nDirectors, is responsible — Ensure that the pursuit by SBS Conference\nfor deciding the objectives, of its subsidiary functions does\n25 November, 2020 Video\nstrategies and policies to be not detract from SBS fulfilling Conference\nfollowed by SBS in performing its Charter responsibilities; and\n24 February, 2021 Sydney/\nits functions.\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- It also ensures not detract from SBS fulfilling 25 August, 2021 Sydney / Video Conference\nbreach response protocols. that SBS performs in a proper,\nits Charter responsibilities\nefficient and economical manner, 10 November, 2021 Sydney / Video Conference\nIn November 2021, SBS updated\nwith the maximum benefit to the — Develop codes of practice\nits Privacy Policy, now offering people of Australia. relating to programming 23 February, 2022 (Strategy Day) Sydney / Video Conference\nit for the first time in seven matters, and, if SBS has\nlanguages: English, Arabic, The duties of the Board, as set out the function of providing a 24 February, 2022 Sydney / Video Conference\nSimplified Chinese, Traditional at section 10 of the SBS Act, are to: datacasting service, to notify\n5 May, 2022 Melbourne\nChinese, Korean, Vietnamese and — Maintain the independence those codes to the Australian\nHindi.\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n- In the SBS 2021-22 Corporate Plan, SBS has interpreted this function into a purpose that has a positive\nThe tables below summarise SBS’s results against the purpose of the organisation, using the criteria\nimpact on Australia’s diverse society:\nidentified in the Portfolio Budget Statements and the SBS 2021-22 Corporate Plan.\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n- Content Support Activities 26\nSummary Financial Performance\n29\nCapabilities\n30\nRisk Management\n33\nAppendices\n36\nAppendix 1: The SBS Charter 36\nAppendix 2: Role and Duty of the SBS Board 36\nAppendix 3: Community Consultation Measures 37\nAppendix 4: Cooperation with other bodies 38\nAppendix 5: References 42\nSBS Corporate Plan 2021-22 2\n  Source: `corporate-plans/2021-22.pdf (https://sbs.com.au/aboutus/wp-content/uploads/sites/sbs.com.au.aboutus/files/sbs_corporate_plan_fy21-22.pdf)`\n\n### Strategic Priorities\n\n- Figure 3: Strategic Framework\nDelivering against our Charter and Purpose\nSBS inspires all Australians to explore, respect and celebrate our diverse world and in doing so,\ncontributes to a cohesive society\nSBS Strategic Pillars SBS FY23 Goals\n— Manage ongoing COVID-19 impacts on our people\nGREAT PEOPLE;\nand operations, embed new ways of working, whilst\nGREAT CULTURE\nfocusing on improving the employee experience\n— Further SBS’s competitive difference in a crowded\nDISTINCTIVE market through our language, Indigenous and local\nNETWORK content strategies across platforms and delivering an\nexceptional World Cup 2022 for all Australians\n— Implement key activities to have positive impact on\nCOMMUNITY multicultural and multilingual communities and further\nIMPACT SBS’s ability to provide public policy information as\nan essential government agency\n— Build on our data and commercialisation progress\n  Source: `corporate-plans/2022-23.pdf (https://sbs.com.au/aboutus/wp-content/uploads/sites/sbs.com.au.aboutus/files/sbs_corporate_plan_fy22-23.pdf)`\n- Table 2: Key activities and performance measures (FY24 to FY27)\nWhy Performance\nKey activity important indicator FY23-24 FY24-25 FY25-26 FY26-27\nContent creation, Measures how Number of hours of\nacquisition and SBS delivers TV programming\ncuration distinctive broadcast in CALD 34,300 34,300 34,300 34,300\ncontent, engages\nNumber of\nwith audiences,\nhours of locally\nand benefits\ncommissioned\nthe broader\ncontent broadcast\ncommunity\n(first run) on all linear\nchannels except\nNITV 200 180 180 180\nNumber of\nhours of locally\ncommissioned\ncontent broadcast\n(first run) on NITV 100 100 100 100\n% of radio\nbroadcasts in\nlanguages other\nthan English* 83% 83% 83% 83%\nTotal digital\nregistrations\n(at the end of\nthe period) 13.7m 14.2m 14.6m 14.9m\nAverage monthly\nradio podcast\ndownloads 4.0m 4.2m 4.4m 4.6m\nPrimetime\nmetro TV share 9.0% 9.0% 9.0% 9.0%\n  Source: `corporate-plans/2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2023/09/sbs_corporate_plan_2023.pdf)`\n- Table 6: Key activities and performance measures (FY25 to FY28)\nFY25-26 FY26-27 FY27-28\nForecast of Financial FY24-25\nForward Forward Forward\nPerformance $ millions Budget\nestimates estimates estimates\nTotal own source 157 178 180 162\nGovernment appropriation 348 356 365 373\nTotal Revenue 506 534 545 535\nOperating expenditure 424 451 461 449\nTransmission and distribution\n80 82 83 85\nexpenditure\nTotal operating expenditure 504 533 544 534\nF I N A N C I A L\nOperating Surplus 1.1 0.5 0.5 0.5\nI N F O R M A T I O N\nAssessment of taxes and\n12 12 12 12\ncharges payable\nCapital expenditure 10 10 10 10\nJanice Petersen, SBS News\nSBS Corporate Plan 2024-25 33\n  Source: `corporate-plans/2024-25.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/09/SBS-Corporate-Plan-2024-25.pdf)`\n- There are some key media-related policy and regulatory areas that\nhave the potential to impact SBS in FY26:\nTable 4: Key Government and regulatory areas that may affect SBS in FY26\nProminence A prominence framework that ensures local TV services are easy for Australian\nframework audiences to find on CTV devices will come into force from January 20264.1\nAustralian A first tranche of privacy reform came into force, as the passing of The Privacy and Other\nprivacy law Legislation Amendment Bill 2024 in December 2024 brought greater focus on data collection,\nuse and protection as a result of high-profile data breaches.42 As further legislation is\nconsidered, SBS will continue to adapt to reforms and proactively reduce risks4.3\nAustralian Imposition of local content quotas on global SVODs continues to be a government priority as\ncontent a means of supporting the local production industry;\n  Source: `corporate-plans/2025-26.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf)`\n- Content creation, acquisition and curation\nPerformance FY20-21 FY20-21\nDeliverable Criterion Source Target Actual Commentary\nProviding Number of Program 1.1, 24,000 28,299 Targeted exceeded.\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- [Page 87]\nContent creation, acquisition and curation (Continued)\nPerformance FY20-21 FY20-21\nDeliverable Criterion Source Target Actual Commentary\nAverage Monthly SBS 2020-21 1.80m 3.75m Target exceeded.\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- Content Broadcast, Technology & Distribution\nFY20-21 FY20-21\nDeliverable Performance Criterion Source Target Actual Commentary\nMaintaining and Population reach – 100% 100% Target met.\nimproving the Digital transmission sites\navailability of SBS’s (including VAST Satellite) Program 1.2,\ndigital transmissions Availability of 2020-21 99.82% 99.94% Target exceeded.\ndigital television Portfolio Budget\nExtending the reach\ntransmission services Statements,\nof SBS’s digital\n(fully managed services)* p 501\nnetwork\nPopulation reach for 97% 97% Target met.\n(Pages 73-77;\nterrestrial services SBS 2020-21\nAppendices 11, 13)\n(excluding satellite) Corporate Plan,\nAvailability of Radio p 23 99.86% 99.98% Target exceeded.\ntransmission services\n(fully managed services)**\nCost-effective Transmission SBS 2020-21 17.5% 16.6% Target exceeded\ndelivery of and Distribution Corporate Plan, (less than 17.5%).\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- Content Commercialisation\nPerformance FY20-21 FY20-21\nDeliverable Criterion Source Target Actual Commentary\nCommercialisation Total own SBS 2020-21 $112.1m $135.9m Target exceeded.\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- Content Support Activities\nFY20-21 FY20-21\nDeliverable Performance Criterion Source Target Actual Commentary\nEffective and Content support activities SBS 2020-21 10% 9% Target exceeded\nefficient support – share of total operating Corporate Plan, (Less than 10%).\nof core content expense (%, including p 27\nand content transmission)\ncommercialisation\nContent support activities 10% 10% Target met.\nactivities\n– share of total FTEs (%)\nSBS’s support activities encompass the functions that allow SBS to deliver content, distribution and\ncommercial activities.\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- Content Creation, Acquisition and Curation\nThis purpose is mapped to the Portfolio Budget Statements (PBS) as follows: Performance FY21-22 FY21-22\nDeliverable Criterion Source Target Actual Commentary\nLinked PBS Programs Providing Number of hours Program 28,500 30,713 Target exceeded.\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- As a result of all platforms, including:\nto audiences this way. this, active watcher figures are — Skip Intro and Skip Recap\nup by 180 per cent, average time functions released across\nIn 2020-21, SBS On Demand\nspent on site is up by 23 per cent, all platforms\nalso premiered high profile,\nand the conversion of visitors — Updating the Telstra TV\nbroad appeal shows with an\nto viewers is up 43 per cent platform with an Auto-Play\ninternational focus, including\non target.66 Next Episode function\na new season of Riviera\nand new shows The Head, — Picture in Picture released on\niOS devices.\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- 2-6]\nResults and Analysis of Performance against Purpose Number of hours of Program 180 267 Target exceeded; the\nThe Annual Performance Statement (APS) outlines the identified deliverable, the performance criterion, Broadcasting locally commissioned 1.1, 2021-22 hours hours commissioning of additional\nin languages programs broadcast Portfolio seasons of several high-volume\nthe target outcome and the actual result for the year, as well as any relevant commentary regarding\nother than (first run) all linear Budget programs (e.g.\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n- This equates to 43.8\nassociated with Scope 1 and 2 sources.\ntCO2-e per FTE and 1.22 tCO2-e per hour of\nfirst run broadcast content – a new emissions\nMeasuring the carbon footprint Partnering with our suppliers 2045 net zero target\nof the television shows we make to help them decarbonise aligns with latest science\nSBS also led the way in the During this year, SBS has SBS made a bold public\ntelevision industry with The Cook partnered with key suppliers commitment to decarbonise\nUp with Adam Liaw becoming across content, technology and its operations and supply chain\nthe first television program to marketing, engaging with them to net zero emissions by 2045\nmeasure its carbon footprint on their sustainability strategies across Scopes 1, 2 and 3.\n  Source: `annual-reports/2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/10/SBS_2024_Annual_Report_DIGITAL.pdf)`\n- Portfolio Budget\nAverage monthly Statements PBS,\nTarget\nradio podcast p 551 4.0m 4.5m\nexceeded\ndownloads* SBS 2023-24\nCorporate Plan,\np29 Target not met due\nto industry factors\nincluding content\ndelays resulting from\nPrimetime metro Target not the US writer’s strike,\n9.0% 8.7%\nTV share met competition, and the\nongoing decline of the\nbroadcast TV market\nin favour of VOD\nstreaming services.\n*Note: This measure includes commissioned and in-house productions but excludes news, current affairs, special events and sports programming.\n  Source: `annual-reports/2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/10/SBS_2024_Annual_Report_DIGITAL.pdf)`\n- 517-518\ncommissioned content 100 Target\nBroadcasting in 101 hours\nbroadcast (first run) on SBS 2024-25 hours achieved\nlanguages other than\nNITV* Corporate\nEnglish [SBS Annual\nPlan, pp.\n  Source: `annual-reports/2024-25.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf)`\n- 29 8.2% 8.3% Target\nexceeded\n* Note: This measure includes commissioned and in-house productions but excludes news, current affairs, special events and sports programming\n90 Department of Infrastructure, Transport Regional Development, Communications, Sport and the Arts, SBS Western Sydney, (December 2024). https://www.\ninfrastructure.gov.au/media-communications-arts/national-broadcasters/sbs-relocation-feasibility-study\n1 1 6 | S B S A N N UA L R E P O R T 2 0 2 5 S B S A N N UA L R E P O R T 2 0 2 5 | 1 1 7\n  Source: `annual-reports/2024-25.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf)`\n- On track\n• While the deadline of EOFY 2023 was originally in place and will not be achieved, the process is\nprogressing well with the bulk of review on track for completion in the 2023 calendar year.\n• Engaging Elders and Community will be built into the review process .\n• Implementation is on track for FY24 delivery deadline.\n• RAP5 has been included in onboarding on-boarding processes for all new staff.\n• On 30 June 2023, 46.82% of SBS staff had completed the Black Card training.\n• The target is for 100% of staff by FY26.\n*Correction: In the original RAP5 document published in 2022, Action 11 deliverable 11.1 incorrectly set the deadline for delivery as June 2023.\n  Source: `strategies/rap5_progress_report_june_2023.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2023/10/rap5_progress_report_june_2023.pdf)`\n- 2.4 Increase the amount of First Nations content June 2023 – Significantly exceeded target, Achieved\nthat is Audio Described from 10 hours to 15 Review quarterly delivering 62 hours of first-run audio\nhours of applicable programming each year. – June 2026 described programming.\n  Source: `strategies/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf)`\n- On track\nfor NITV and growth This initiative has also contributed revenue to First Nations media organisations .\nin First Nations media\n• Advertising revenue for NITV has grown 12% YOY, exceeding the 3% target.\norganisations .\n• The Beyond 3% initiative targets continue to scale up over the life of the RAP.\n• The SBS Media Inclusion training First Nations module has been licensed to Achieved\n360+ organisations, with more than 260 renewing their license.\n  Source: `strategies/rap5_progress_report_june_2023.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2023/10/rap5_progress_report_june_2023.pdf)`\n- [Page 123]\nANN UAL PERFO RMAN CE S TATEMENT 2023-24 123\nResults and analysis of performance against our Purpose\nThe Annual Performance Statement (APS) outlines • The Australian media landscape is undergoing a\nthe identified deliverable, the performance criterion, period of rapid evolution as audiences gradually\nthe target outcome and the actual result for the shift away from broadcast media toward digital\nyear, as well as any relevant commentary regarding platforms.\n  Source: `annual-reports/2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/10/SBS_2024_Annual_Report_DIGITAL.pdf)`\n- The 2020 survey showed that while\nthere is some concern about the level of immigration, Australians continue to recognise its benefits:\n— 92% of respondents indicated that they have a ‘sense of belonging in Australia’\n— 84% of respondents agreed that multiculturalism has been good for Australia\n— 83% agree that immigrants are good for Australia’s economy\n— 74% agree that accepting migrants from different countries makes Australia stronger7\nHowever, we cannot take social cohesion for granted – when asked whether too many immigrants are not\nadopting Australian values’, 60% of respondents agreed, higher than the 57% result of 2019.\n  Source: `corporate-plans/2021-22.pdf (https://sbs.com.au/aboutus/wp-content/uploads/sites/sbs.com.au.aboutus/files/sbs_corporate_plan_fy21-22.pdf)`\n- Indigenous Affairs\nThe resident population of Indigenous Australians (based on the 2016 Census result) was 798,400 people\nas at June 2016, representing 3.3 percent of the total Australian population.8 The Indigenous population is\nforecast to grow to one million people by 2028.9 160 Indigenous languages were reported as being spoken\nat home, by 63,754 of those who identified as Indigenous.\n  Source: `corporate-plans/2021-22.pdf (https://sbs.com.au/aboutus/wp-content/uploads/sites/sbs.com.au.aboutus/files/sbs_corporate_plan_fy21-22.pdf)`\n- Table 2: Key activities and performance measures (FY24 to FY27)\nWhy Performance\nKey activity important indicator FY23-24 FY24-25 FY25-26 FY26-27\nContent creation, Measures how Number of hours of\nacquisition and SBS delivers TV programming\ncuration distinctive broadcast in CALD 34,300 34,300 34,300 34,300\ncontent, engages\nNumber of\nwith audiences,\nhours of locally\nand benefits\ncommissioned\nthe broader\ncontent broadcast\ncommunity\n(first run) on all linear\nchannels except\nNITV 200 180 180 180\nNumber of\nhours of locally\ncommissioned\ncontent broadcast\n(first run) on NITV 100 100 100 100\n% of radio\nbroadcasts in\nlanguages other\nthan English* 83% 83% 83% 83%\nTotal digital\nregistrations\n(at the end of\nthe period) 13.7m 14.2m 14.6m 14.9m\nAverage monthly\nradio podcast\ndownloads 4.0m 4.2m 4.4m 4.6m\nPrimetime\nmetro TV share 9.0% 9.0% 9.0% 9.0%\n  Source: `corporate-plans/2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2023/09/sbs_corporate_plan_2023.pdf)`\n- GREAT PEOPLE; Deliver outstanding employee experiences\nGREAT CULTURE while growing diversity on and off screen\nPromote distinctiveness via commissioning\nDISTINCTIVE and acquisition of original content as well\nNETWORK as in-language, First Nations and news\nand information\nCOMMUNITY Deliver positive impact to communities and\nIMPACT strengthen our essential service offering\nReinvest into content and maintain SBS as\nGREAT BUSINESS\nthe most efficient Australian broadcaster\nIncrease SBS’s reach and engagement\nAUDIENCE FIRST\nwith all Australians\nIn 2024, we achieved\nWe\nWe are We are We We look\nOur engage and\naudience bold and embrace out for one our highest employee\nValues participate\nobsessed brave difference another\nfully\nengagement score of 83%\n20 SBS Corporate Plan 2024-25 21 SBS Corporate Plan 2024-25\n  Source: `corporate-plans/2024-25.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/09/SBS-Corporate-Plan-2024-25.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $365.694 million, $110.403 , $5.8 , $359.982 , $296, 0\nEmployees | [Page 80]\nSBS Corporate\nExpenditure by classification ($m) Operating Revenue\n200\n150\n100\n50\n0\nEmployees Suppliers Program Depreciation\nAmortisation\nGovernment Appropriation 69%\nFY 19-20 Goods and Services 31%\nFY 20-21 Interest 0.2%\nFinancial Results\nThe Corporation The Corporation’s The level of SBS generated\nended the total assets contributed equity 31%\n2020-21 financial decreased during the by the Government\nyear with a financial year from rema | `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)` |\n| $356.4m | ASSETS\n$356.4m\nExpenditure by classification ($m) Operating Revenue\n250\n2%\n225.67 226.02 Government\nAppropriation\n200\n192.17 29.5% Goods and\n183.68 2% Services\nInterest\n150\n100\n68.5%\n59.22 60.41\n50\nExpenditure\n13.10 11.83\n0 10%\nEmployees Suppliers Program Depreciation Content and\nAmortisation content delivery\nContent support\nFY24-25\nFY23-24\n90%\n9 6 \\| S B S A N N UA L R E P O R T 2 0 2 5 S B S A N N UA L R E P O R T 2 0 2 5 \\| 97 | `annual-reports/2024-25.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf)` |\n| $897 million, $29m, 897 million | SBS will receive $897 million over the period 2019-20 to 2021-22.\n— In the May 2021 Federal Budget, SBS received an additional $29m in funding across the three years\n2021-22 to 2023-24, for delivering enhanced language services. | `corporate-plans/2021-22.pdf (https://sbs.com.au/aboutus/wp-content/uploads/sites/sbs.com.au.aboutus/files/sbs_corporate_plan_fy21-22.pdf)` |\n| $29 million, 29 million | This was supported 2020-21, from dramas to factual\nsince the beginning of the by additional ongoing funding programming, entertainment and\npandemic.2 We also welcomed received in the October 2020 special events, highlighting issues\noverwhelmingly positive Federal Budget of approximately and championing voices rarely\nfeedback from a broad spectrum two million dollars per year. seen or heard.\nof community and political In the May 2021 Federal Budge | `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)` |\n| $359.982 million, $7.2 , $382.458 , $110.403 , 359.982 million, 28 million | SBS and the ABC are the Performance and Accountability a biannual assessment of SBS’s\nsurplus of $359.982 million to remained constant at of its total operating only shareholders in the company. (PGPA) Act 2013 (Cth) and section compliance status against\n$7.2 $382.458 $110.403 revenue from the sale its Corporate Compliance\n10 of the Public Governance,\nof goods and services, Related entity transactions Obligations is reported to the\npredominantly | `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)` |\n| $64 billion, 64 billion | See more\nNews Podcasts\n05:33\nFederal budget to produce $64 billion in savings \\| SBS News in Easy English 8 May 2026\n06:30\nTreasurer flags $64 billion in budget savings \\| Midday News Bulletin 8 May 2026\nWorld\n04:51\n'Second Chance': Focus on children as IS group-linked families return to Australia\nPolitics\n06:23\nFamilies with links to IS Group return to Australia \\| Morning Bulletin 8 May 2026\nWorld\nSKIP ADVERTISEMENT\nSBS News\nGet the latest nationa | `pages/news-latest.html (https://www.sbs.com.au/news)` |\n| $64 billion, 64 billion | SBS News visited Wales to gauge the mood of voters\nPublished:\n07/05/2026\nDuration:\n04:51\nMore\nPodcast\n•\nEnglish\n•\nNews\nSBS News Headlines\nFollow and Subscribe\nTreasurer flags $64 billion in budget savings \\| Midday News Bulletin 8 May 2026\nPublished:\n08/05/2026\nDuration:\n06:30\nFamilies with links to IS Group return to Australia \\| Morning Bulletin 8 May 2026\nPublished:\n08/05/2026\nDuration:\n06:23\nGas exporters face new rules to reserve supply\\| Eveni | `pages/news-latest.html (https://www.sbs.com.au/news)` |\n| $64 billion, 64 billion | An idiot’s guide to Strait talking & Marcos Jnr gym junkie\nPublished:\n23/04/2026\nDuration:\n28:25\nTrump’s Hormuz gambit, Hungary ousts Orbán & Colombia’s cocaine war\nPublished:\n16/04/2026\nDuration:\n35:42\nUS-Iran truce tested, BRS war crime charges & NASA boldly goes…\nPublished:\n09/04/2026\nDuration:\n41:17\nMore\nPodcast\n•\nEnglish\n•\nNews\nSBS News in Easy English\nFollow and Subscribe\nFederal budget to produce $64 billion in savings \\| SBS News in Easy E | `pages/news-latest.html (https://www.sbs.com.au/news)` |\n| $1.5 million, 1.5 million | This includes\nFirst Nations Australians; UK-based story developer, No Ordinary Black is a short\nthose who are from culturally Angeli Macfarlane. film initiative from NITV,\nand linguistically diverse At the end of the development inviting emerging First Nations\nbackgrounds; are living with phase, three projects will be filmmakers to submit short\na disability; are female or considered for production finance story ideas for projects, with a\ntrans/ge | `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)` |\n| 180 per cent, 23 per cent, 43 per cent | As a result of all platforms, including:\nto audiences this way. this, active watcher figures are — Skip Intro and Skip Recap\nup by 180 per cent, average time functions released across\nIn 2020-21, SBS On Demand\nspent on site is up by 23 per cent, all platforms\nalso premiered high profile,\nand the conversion of visitors — Updating the Telstra TV\nbroad appeal shows with an\nto viewers is up 43 per cent platform with an Auto-Play\ninternational focus, | `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)` |\n\n## Key Achievements\n\n- While this model\nsignificant contributions towards reconciliation influential First Nations content for all Australians, of organisational support delivered a number\nin Australia. alongside the continued development of the unique of successful initiatives through RAPs 1-4 and\nservices NITV offers for its audiences. reflected a genuine and sustained commitment\nSBS’s first decade with Reconciliation Australia’s\nto reconciliation, SBS used the time since the\nRAP program (2008-2018) underpinned the Successful employment and procurement\ncompletion of RAP4 to invest in planning and\nprogress and initiatives implemented in the years commitments and partnerships with communities\npractices to guide our organisation to a position of\nthat followed, and formed the foundation for SBS’s and organisations since 2018 have also increased\ngreater innovation and leadership in reconciliation in\n  Source: `strategies/sbs_elevate_reconciliation_action_plan_june_2022_-_june_2026.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2023/06/sbs_elevate_reconciliation_action_plan_june_2022_-_june_2026.pdf)`\n- SBS implemented COVIDSafe protocols and safety measures\nPlans for its controlled to ensure all staff were aware of Supporting employee\nworkplaces in Sydney and their obligations to one another wellbeing during the\nMelbourne, delivered tools for and the protocols in place to pandemic\nthe management of potential keep teams safe and prevent To support staff in managing\nCOVID-19 hazards at work, workplace transmission. through the COVID-19\ncreated and updated COVID pandemic, and in anticipation\nDue to the reduced number of\nsafety guidance, and undertook of potential psychological\nemployees on SBS premises,\nmonitoring of potential suspected and wellbeing impacts, SBS\ninjury and illness reporting\ncases and verification of negative offered innovative wellbeing\nnumbers decreased significantly\ntest results for all employees webinars and tools to support\nin 2020-21, with 40 incidents\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- [Page 88]\nSUSTAINABILITY AT SBS\nKey sustainability achievements in 2024-25 SBS’s path to Net Zero\n• SBS became the first Australian broadcaster to SBS has implemented an ambitious Net Zero target\nhave its carbon reduction trajectory – both near- of 2045 across its operations and supply chain\nterm and long-term Net Zero targets – validated (Scopes 1, 2 and 3) and set a near-term target of\nby the Science Based Targets initiative (SBTi).\n  Source: `annual-reports/2024-25.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf)`\n- [Page 20]\n2008\n• SBS launched its first RAP, led by a committee of\n2010\ndedicated staff volunteers.\n• SBS launched its second RAP (2010-2011).\n• Premiere of SBS’s landmark documentary series,\nFirst Australians, which chronicled the true history of 2009 • On-screen Acknowledgement of Country\nAustralia from a First Nations perspective, for the first introduced on all SBS productions and all\ntime on Australian television. • In an industry first, SBS SBS commissioned content.\nbrought together media\n• A protocol for acknowledging the Traditional organisations, producers, and • SBS developed a career development\nCustodians of Country at all official SBS events and in funding and training bodies to and support plan for Aboriginal and\nspeeches is implemented. form the Media Reconciliation Torres Strait Islander employees (for\n  Source: `strategies/sbs_elevate_reconciliation_action_plan_june_2022_-_june_2026.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2023/06/sbs_elevate_reconciliation_action_plan_june_2022_-_june_2026.pdf)`\n- Deliver at least three major network activations each June 2022, Network activations, including Achieved\ncontent and year that are Indigenous themed and informed and review annually comprehensive coverage, and\nchannels to stimulate culturally informed conversation nationally. cross-Divisional working groups, took\ncontinuously place for key moments throughout the\nThrough each activation SBS commits to: Completed\nInspire year – NAIDOC Week 2023, Always Was,\n• Deliver content, education resources, editorial June 2026\nconstructive, Always Will Be for 26 January 2024,\ncoverage, events and activations across the network\nnational National Reconciliation Week 2024, in\nthat celebrate the themes and champion Indigenous\nconversations. addition to cross-network coverage and\nachievements, histories, cultures, communities\namplification for the 2023 Garma Festival,\nand peoples.\n  Source: `strategies/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf)`\n- Expand upon 11.1 As an extension of SBS’s Cultural Learning June 2023, Review of cultural learning undertaken, In progress\nlearning, Strategy, develop a framework for SBS staff Review annually with development of updated\nDevelopment that establishes learning and development framework in progress, including\nand engagement activities and milestones to move ‘Beyond consultation, for FY25.\nopportunities for Cultural Competence’.\nnon-Indigenous staff. • Conduct a review of cultural learning needs June 2023\nwithin our organisation.\n• Consult local Traditional Owners June 2023\nand/or Aboriginal and Torres Strait Islander\nadvisors on the implementation of a cultural\nlearning strategy.\n• Implement the framework, embed the June 2024\nprogram within the organisation and complete\nan evaluation to measure its impact.\n• Implement engagement with SBS’s RAP as June 2022\n  Source: `strategies/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf)`\n- Increase NITV’s budget for creating and Annual increase to NITV budget In progress\nin the Indigenous commissioning First Nations content through delivered in FY24, supplemented\ncontent pipeline and the SBS Beyond 3% strategy by 164% over by commercial revenue generated\nFirst Nations media three years: for NITV.\neco-system; and • 63% increase in year one June 2023\nengage genuinely • 31% increase in year two June 2024\nwith the communities • 24% increase in year three June 2025\nthat we serve and\n12.2.\n  Source: `strategies/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf)`\n- This music is now used\nacross all 60+ SBS Audio programs during milestone First Nations events.\n• 1151* NACA radio stories across reporting period.\n• SBS World News primetime commercial news bulletin had an average of 40 First Nations\nstories, packages & live voiceovers per month (exceeding 30 per month target).\n• Daily referendum content aggregated and published to dedicated site, available in more than\n60 languages from around the world, as well as English.\n• The NACA planning desk is providing daily radio packages about the Voice to Parliament\nreferendum to Audio and Language Content (ALC) teams .\n• Arabic and Mandarin TV news bulletins are working with Indigenous News and Current Affairs\n(INACA) to increase features and are using the First Nations calendar in editorial planning to\ncover events in language .\n  Source: `strategies/rap5_progress_report_june_2023.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2023/10/rap5_progress_report_june_2023.pdf)`\n- Provide dedicated RAP updates on internal June 2022-2026 Updates on RAP initiatives and projects In progress\nand transparency communications platforms, deliver quarterly shared regularly through internal\nthrough reporting RAP rundowns at staff events and distribute communication activity, but quarterly\nRAP achievements, information internally on the launch of RAP5 updates at all staff events not delivered\nchallenges and to increase staff uptake of entitlements in FY24.\nlearnings both and initiatives.\ninternally and\nexternally.\n  Source: `strategies/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf)`\n- SBS\nofferings with more video content\nengaging and adapting to streamed more than 1,400 hours\ndelivered than ever before,\nchanging technology. of live sport and expanded its\nand with unique visitors up\nalready extensive catalogue of\nAcross a suite of distinctive 104 per cent year-on-year.72\ncatch-up content.\nwebsites, SBS championed\nThe World Game Facebook\nemerging talent, shared stories SBS delivered a 360-degree\npage featured live coverage and\nof contemporary Australia, digital offering for the 2020\nhighlights from the women’s\ncelebrated diversity through food, Tour de France, encompassing\nand men’s teams competing in\nand kept audiences entertained social, mobile app, live streams,\nthe Indigenous Football Festival.\nand connected during video on demand, statistics\nRising star of the W-League\nthe pandemic. and podcasts.\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- SBS ensures it has In 2021-22, the SBS DTTB (Digital Terrestrial Television Broadcast) network was further improved with\nencompassing the staff and strong processes, with regular several network infrastructure and equipment upgrades completed by BAI Communications, SBS’s\nIn 2021-22, the team delivered\nassets acquired from MediaCloud. exercise such as email phishing, transmission service provider, as part of its continuing network capital reinvestment program.\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n- In 2024-25, NITV delivered over youth incarceration were covered, alongside\n220 hours of original First Nations content and grew the celebrated sporting achievements of Lydia\nprime-time audiences by 10%,28 despite a challenging Williams, an SBS 50th anniversary special looking\nlinear television market. back at the network’s rich history of First Nations\nstorytelling, and more.\n  Source: `annual-reports/2024-25.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Due to COVID-19, testing\nSBS has identified its\nwith management to address delivered in April 2021 was\nhighest-risk exposures and\nissues raised. conducted as a workshop, similar\nhas taken steps to properly\nto the workshop run in 2019 that\nThe following internal audits manage these\nfocused on a pandemic scenario.\nwere conducted in 2020-21: — Ensure that SBS’s business\nThe scenario in this workshop\nContractor Management planning processes include\ncanvased a documentary\nInduction Post Implementation a focus on areas where risk\nteam being kidnapped while\nReview, Follow Up High Risk management is needed\ndeployed overseas and explored\nWHS Assignment, Procure to\n— Ensure the integration of the\nthe political, geographic and\nPay End to End Process Review,\nvarious and many risk control\nlinguistic challenges.\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- Audit and Risk Committee SBS Audit and Risk Committee meetings and Directors’ attendance\nThe SBS Audit and Risk The Committee met four times during 2023-24\nCommittee met four times\nduring the year and\nSBS Audit and Risk Meetings Meetings\nconsidered the findings and\nCommittee member eligible attended\nrecommendations of audits\nconducted by both the Australian\nNational Audit Office (ANAO) Peeyush Gupta AM (Chair) 4 4\nand SBS’s internal auditor.\n  Source: `annual-reports/2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/10/SBS_2024_Annual_Report_DIGITAL.pdf)`\n- The Audit and Risk Committee Vic Alhadeff OAM (Member) 4 4\nalso considered and gave\ndirection on a wide range of\nissues, including approval of the Cassandra Wilkinson OAM (Member) 4 4\nannual internal audit program,\nSBS’s Treasury Policy, and the\nBoard members do not receive an additional fee for membership of the\nSBS Risk Management Strategy.\n  Source: `annual-reports/2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/10/SBS_2024_Annual_Report_DIGITAL.pdf)`\n- [Page 49]\nAPPENDICES 07\nAPPENDICES\nAppendix 7: SBS Risk Management Framework and Risk Appetite\nSBS Risk Management Framework\nSBS Board and Audit and Risk Committee\nStrategic and Corporate Plan\nRisk Appetite and Risk Strategy\nExCom\nSBS Business Plans\nCorporate TV and Online Audio and News and\nNITV Marketing\nStrategy Content Language Content Current Affairs\nCorporate People and\nTechnology Legal Finance Media Sales\nAffairs Culture\nRisk Registers\nRisk Management Process\nRisk Stakeholders Business Process Risk Process\nS B S CO R P O R AT E P L A N 2 0 2 5 - 2 6 | 4 7\n  Source: `corporate-plans/2025-26.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf)`\n- Name Meetings\nThe Audit and Risk Committee also considered\nPosition Attended\nand gave direction on a wide range of issues,\nWilliam Lenehan Committee\nincluding approval of the annual internal audit\nChairperson 3\nprogram, investment and financing activities,\nChristine Zeitz Member 3\nrisk management framework and strategy, and\nJames Taylor Member 3\nfinancial statements audit.\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- The Roadmap performance with a minimum\nsafety of its employees within\noutlined a gradual return to SBS adjusted audit score of\nthe context of the ongoing and\nworkplaces for those employees 98.6 per cent, an increase of\nevolving COVID-19 pandemic.\nworking from home, given almost 10 points from the 2019\nThroughout 2020-21, a steering physical distancing requirements score of 89 per cent.\ncommittee comprising senior and capacity limits in the\nFrom September 2020, the\nrepresentatives from all SBS workplace, with in-built flexibility\nSafety and Wellbeing Team\ndivisions met regularly to assess to pause or progress based on\ncommenced the referral of all\nthe prevailing external COVID-19 relevant health advice.\nidentified “high-risk roles”, where\nenvironment and to provide\nSBS developed a comprehensive employees may experience\nguidance to the organisation on\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- DAB Licence Company Ltd.\nstanding committees: The Audit\nIn 2020-21, the working group\nThe company was formed\nand Risk Committee, the Codes\ncontinued to improve the\nin order to obtain a category\nReview Committee and the\napproach to SBS’s modern\n3 digital radio multiplex\nRemuneration Committee.\nslavery obligations with a focus\ntransmitter licence as provided\nRefer to pages 16 for details.\non: (a) undertaking further\nfor by section 102E of the\nreview and due diligence of\nRadiocommunications Act 1992.\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- SBS and the ABC are the Performance and Accountability a biannual assessment of SBS’s\nsurplus of $359.982 million to remained constant at of its total operating only shareholders in the company. (PGPA) Act 2013 (Cth) and section compliance status against\n$7.2 $382.458 $110.403 revenue from the sale its Corporate Compliance\n10 of the Public Governance,\nof goods and services, Related entity transactions Obligations is reported to the\npredominantly advertising Performance and Accountability\nmillion 28 million million revenues across the SBS has procedures in place Rule 2014 (Cth) (the fraud rule) Audit and Risk Committee.\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n- [Page 45]\nC O R P O R A T E G O V E R N A N C E\nCode complaints and investigations in 2021-22 Findings classifying the material that was The SBS Audit and Risk\nIn 2021-22, the SBS Ombudsman received 622 complaints, all of which came electronically via email or During 2020-21, the SBS broadcast as PG content because Committee receives regular\nan online complaints form.\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n- The following graph shows the main SBS Code of Practice issues raised in investigations during 2021-22.30 disaster recovery site which\nand violence and distressing\nThis was the first breach issued has significantly enhanced its\nevents in news and current affairs\nby ACMA about SBS content in television broadcast resilience\nImpartiality Accuracy (one breach).32\n10 years. capabilities, providing redundancy\nBalance NACA News/ CA\nAustralian Communications to facilities in Melbourne and\nClassification\nAccuracy Other and Media Authority Risk Mitigation Canberra and enabling continued\nAccuracy NACA In 2021-22, five complainants took operations in the event of any\nSBS Risk Management Plan\nPrejudice & Balanced and their concerns about a decision issues.\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n- In line\n% 0 10 20 30 40 50 60 % 0 20 40 60 found exceeded its PG (Parental — Provide assurance that SBS with a commitment to continuous\nguidance recommended has identified its highest-risk improvement, the plan is\nThe most commonly investigated There were 27 investigations relation to editorial independence for people under 15 years) exposures (top risks) and reviewed, tested and updated\nCode issues concerned news about the classification or and integrity; and two that raised classification in terms of the has taken steps to properly annually.\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n- George Savvides AM Member 4 4\nSBS Audit and Risk Committee meetings and Directors’ attendance\nThe Committee met four times during 2021-22\nSBS Community member Dorothy West OAM, with — Supporting SBS activities\nSBS Audit and Risk Committee member Position Meetings eligible Meetings attended\nSBS Chair George Savvides AM related to community\nAdvisory Committee\nPeeyush Gupta AM Chair 4 4 and Vic Alhadeff also serving as engagement, partnerships,\n(CAC)\nmembers.\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n- Ms Azmeena Hussain OAM and\nthe SBS Community Advisory\nThe Committee met three times Ms Margherita Coppolino were\nVic Alhadeff Member 2 2 Committee (CAC) assists the\nin 2021-22, in addition to receiving invited to participate as panellist\nSBS Board to fulfil its duty under\nregular updates and information and interstitial participant\nBoard members do not receive an additional fee for membership of the Audit and Risk Committee, nor any\nparagraph 10(1)(g) of the SBS\nother SBS Board standing committee. on SBS content and initiatives to respectively on the 2022 SBS and\nAct by advising the Board on\nshare amongst their networks.\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n- The risk of not detecting\na material misstatement resulting from fraud is higher than for one resulting from error, as fraud may 31 August, 2022 31 August, 2022 31 August, 2022\ninvolve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control;\ny obtain an understanding of internal control relevant to the audit in order to design audit procedures\nthat are appropriate in the circumstances, but not for the purpose of expressing an opinion on the\neffectiveness of the Entity’s internal control;\ny evaluate the appropriateness of accounting policies used and the reasonableness of accounting\nestimates and related disclosures made by the Accountable Authority;\ny conclude on the appropriateness of the Accountable Authority’s use of the going concern basis of\naccounting and, based on the audit evidence obtained, whether a material uncertainty exists related\n  Source: `annual-reports/2021-22.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [pages 64,65]\nectives, knowledge\nthe pandemic, with 84 per cent with Respect was produced to\nand cultures.\nfeeling that SBS has served support themes raised in the\nAustralian communities ‘well’ or In collaboration with SBS documentary See What You\n‘very well.’77 In addition, 96 per Deakin University, SBS Learn Made Me Do.\ncent of respondents believed that published a guide for teachers\nthe SBS Multilingual Coronavirus to examine Are Your Students\nPortal was doing a great job in Addicted to Technology?.\ndelivering value to culturally and This project formed a companion\nlinguistically diverse audiences.78 piece to Are You Addicted To\nTechnology, an interactive\n77.\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- At a time when social cohesion is under pressure\nThis Annual Report was approved by the Board\nand trust in institutions is declining, SBS provides\non 27 August 2025 and has been produced\na vital safeguard – amplifying under-represented\nin accordance with the Public Governance,\nvoices, strengthening democracy through plurality\nPerformance and Accountability Act 2013 (Cth) and\nand dialogue, and delivering balanced, impartial and\nthe Special Broadcasting Service Act 1991 (Cth).\naccurate information – leading SBS to be regarded as\nIn 2025, SBS proudly marks its 50th anniversary – the nation’s most trusted news provider in 2024-25.9\nhalf a century of inspiring all Australians to explore,\nDuring the 2025 Federal Election, SBS and NITV\nrespect and celebrate our diverse world, and\ndelivered cross-platform multilingual coverage that\nstrengthening social cohesion.\n  Source: `annual-reports/2024-25.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf)`\n- Figure 3: Strategic Framework\nDelivering against our Charter and Purpose\nSBS inspires all Australians to explore, respect and celebrate our diverse world and in doing so,\ncontributes to a cohesive society\nSBS Strategic Pillars SBS FY23 Goals\n— Manage ongoing COVID-19 impacts on our people\nGREAT PEOPLE;\nand operations, embed new ways of working, whilst\nGREAT CULTURE\nfocusing on improving the employee experience\n— Further SBS’s competitive difference in a crowded\nDISTINCTIVE market through our language, Indigenous and local\nNETWORK content strategies across platforms and delivering an\nexceptional World Cup 2022 for all Australians\n— Implement key activities to have positive impact on\nCOMMUNITY multicultural and multilingual communities and further\nIMPACT SBS’s ability to provide public policy information as\nan essential government agency\n— Build on our data and commercialisation progress\n  Source: `corporate-plans/2022-23.pdf (https://sbs.com.au/aboutus/wp-content/uploads/sites/sbs.com.au.aboutus/files/sbs_corporate_plan_fy22-23.pdf)`\n- Our Charter\nThe principal function of SBS is to provide multilingual and multicultural broadcasting\nand digital media services that inform, educate and entertain all Australians and, in doing so,\nreflect Australia’s multicultural society\nOur Purpose\nSBS inspires all Australians to explore, respect and celebrate our diverse world and in doing so,\ncontributes to a cohesive society\nSBS Strategic Pillars SBS FY24 Strategic Goals\nGREAT PEOPLE; Deliver outstanding employee experiences\nGREAT CULTURE while growing diversity on and off screen\nPromote distinctiveness via commissioning\nDISTINCTIVE and acquisition of original content as well\nNETWORK as in-language, First Nations and news\nand information\nCOMMUNITY Deliver positive impact to communities and\nIMPACT strengthen our essential service offering\nReinvest into content and maintain SBS as the\nGREAT BUSINESS\n  Source: `corporate-plans/2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2023/09/sbs_corporate_plan_2023.pdf)`\n- GREAT PEOPLE; Deliver outstanding employee experiences\nGREAT CULTURE while growing diversity on and off screen\nPromote distinctiveness via commissioning\nDISTINCTIVE and acquisition of original content as well\nNETWORK as in-language, First Nations and news\nand information\nCOMMUNITY Deliver positive impact to communities and\nIMPACT strengthen our essential service offering\nReinvest into content and maintain SBS as\nGREAT BUSINESS\nthe most efficient Australian broadcaster\nIncrease SBS’s reach and engagement\nAUDIENCE FIRST\nwith all Australians\nIn 2024, we achieved\nWe\nWe are We are We We look\nOur engage and\naudience bold and embrace out for one our highest employee\nValues participate\nobsessed brave difference another\nfully\nengagement score of 83%\n20 SBS Corporate Plan 2024-25 21 SBS Corporate Plan 2024-25\n  Source: `corporate-plans/2024-25.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/09/SBS-Corporate-Plan-2024-25.pdf)`\n- [pages 11,12,13]\nLE; Deliver outstanding employee experiences\nGREAT CULTURE while growing diversity on and off screen\nPromote distinctiveness via commissioning\nDISTINCTIVE and acquisition of original content as well\nNETWORK as in-language, First Nations and news\nand information\nCOMMUNITY Deliver positive impact to communities and\nIMPACT strengthen our essential service offering\nReinvest into content and maintain SBS as\nGREAT BUSINESS\nthe most efficient Australian broadcaster\nIncrease SBS’s reach and engagement\nAUDIENCE FIRST\nwith all Australians\nIn 2024, we achieved\nWe\nWe are We are We We look\nOur engage and\naudience bold and embrace out for one our highest employee\nValues participate\nobsessed brave difference another\nfully\nengagement score of 83%\n20 SBS Corporate Plan 2024-25 21 SBS Corporate Plan 2024-25\n  Source: `corporate-plans/2024-25.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/09/SBS-Corporate-Plan-2024-25.pdf)`\n- [Page 24]\nHaving launched It’s How We Diversity This survey was last conducted\nLead 2.0 in 2019-20, an evolution in February 2021 and attracted\nand Inclusion\nof the leadership model 908 responses (see page 25).\nwhich more explicitly aligned The data collected by this survey\nleadership behaviours and informs the work of the SBS\nEqual Employment\nlearning objectives with SBS’s Inclusion Council in continuing\nOpportunity (EEO)\norganisational values, these to make SBS an inclusive and\nSBS believes in developing\nleadership behaviours were accessible workplace for all.\na diverse workforce and this\nbaselined in October 2020 and\na target of 85 per cent was set is reflected in its recruitment SBS Inclusion Strategy\nprocesses, leadership\nfor each leadership behaviour.\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n- Connect\nperspectives, knowledge\nthe pandemic, with 84 per cent with Respect was produced to\nand cultures.\nfeeling that SBS has served support themes raised in the\nAustralian communities ‘well’ or In collaboration with SBS documentary See What You\n‘very well.’77 In addition, 96 per Deakin University, SBS Learn Made Me Do.\ncent of respondents believed that published a guide for teachers\nthe SBS Multilingual Coronavirus to examine Are Your Students\nPortal was doing a great job in Addicted to Technology?.\ndelivering value to culturally and This project formed a companion\nlinguistically diverse audiences.78 piece to Are You Addicted To\nTechnology, an interactive\n77.\n  Source: `annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py <entity>` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `corporate-plans/2021-22.pdf` - corporate-plans - https://sbs.com.au/aboutus/wp-content/uploads/sites/sbs.com.au.aboutus/files/sbs_corporate_plan_fy21-22.pdf\n- `corporate-plans/2022-23.pdf` - corporate-plans - https://sbs.com.au/aboutus/wp-content/uploads/sites/sbs.com.au.aboutus/files/sbs_corporate_plan_fy22-23.pdf\n- `corporate-plans/2023-24.pdf` - corporate-plans - https://www.sbs.com.au/aboutus/wp-content/uploads/2023/09/sbs_corporate_plan_2023.pdf\n- `corporate-plans/2024-25.pdf` - corporate-plans - https://www.sbs.com.au/aboutus/wp-content/uploads/2024/09/SBS-Corporate-Plan-2024-25.pdf\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.sbs.com.au/aboutus/wp-content/uploads/2023/10/SBS-Mini-Annual-Report_2023_DIGITAL.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.sbs.com.au/aboutus/wp-content/uploads/2024/10/SBS_2024_Annual_Report_DIGITAL.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf\n- `strategies/rap5_progress_report_june_2023.pdf` - strategies - https://www.sbs.com.au/aboutus/wp-content/uploads/2023/10/rap5_progress_report_june_2023.pdf\n- `strategies/sbs_elevate_reconciliation_action_plan_june_2022_-_june_2026.pdf` - strategies - https://www.sbs.com.au/aboutus/wp-content/uploads/2023/06/sbs_elevate_reconciliation_action_plan_june_2022_-_june_2026.pdf\n- `strategies/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf` - strategies - https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf\n- `strategies/SBS-MiniAnnuaReport2024-04-11-24-DIGITAL.pdf` - strategies - https://www.sbs.com.au/aboutus/wp-content/uploads/2024/11/SBS-MiniAnnuaReport2024-04-11-24-DIGITAL.pdf\n- `pages/about.html` - pages - https://www.sbs.com.au/aboutus/\n- `pages/announcements-index.html` - pages - https://www.sbs.com.au/aboutus/in-the-community/community-service-announcements/\n- `pages/annual-reports-index.html` - pages - https://www.sbs.com.au/aboutus/how-we-operate/sbs-annual-report/\n- `pages/annual-reports-index__00.html` - pages - https://www.sbs.com.au/aboutus/2025/10/31/sbs-2024-25-annual-report/\n- `pages/annual-reports-index__01.html` - pages - https://www.sbs.com.au/aboutus/2024/10/30/sbs-2023-24-annual-report/\n- `pages/annual-reports-index__02.html` - pages - https://www.sbs.com.au/aboutus/2023/09/19/sbs-2022-23-annual-report-1/\n- `pages/annual-reports-index__03.html` - pages - https://www.sbs.com.au/aboutus/2022/10/11/sbs-2021-22-annual-report/\n- `pages/annual-reports-index__04.html` - pages - https://www.sbs.com.au/aboutus/2021/10/21/sbs-2020-21-annual-report/\n- `pages/annual-reports-index__05.html` - pages - https://www.sbs.com.au/aboutus/2020/10/20/sbs-2019-20-annual-report/\n- `pages/annual-reports-index__06.html` - pages - https://www.sbs.com.au/aboutus/2019/07/31/sbs-2018-19-annual-report/\n- `pages/annual-reports-index__07.html` - pages - https://www.sbs.com.au/aboutus/2018/07/31/sbs-2017-18-annual-report/\n- `pages/annual-reports-index__08.html` - pages - https://www.sbs.com.au/aboutus/2017/07/31/sbs-2016-17-annual-report/\n- `pages/annual-reports-index__09.html` - pages - https://www.sbs.com.au/aboutus/2016/07/31/sbs-2015-16-annual-report/\n- `pages/annual-reports-index__10.html` - pages - https://www.sbs.com.au/aboutus/2015/07/31/sbs-2014-15-annual-report/\n- `pages/annual-reports-index__11.html` - pages - https://www.sbs.com.au/aboutus/2014/07/31/sbs-2013-14-annual-report/\n- `pages/annual-reports-index__12.html` - pages - https://www.sbs.com.au/aboutus/2013/07/31/sbs-2012-13-annual-report/\n- `pages/annual-reports-index__13.html` - pages - https://www.sbs.com.au/aboutus/2012/07/31/sbs-2011-12-annual-report/\n- `pages/annual-reports-index__14.html` - pages - https://www.sbs.com.au/aboutus/2011/07/31/sbs-2010-11-annual-report/\n- `pages/annual-reports-index__15.html` - pages - https://www.sbs.com.au/aboutus/2010/07/31/sbs-2009-10-annual-report/\n- `pages/contact.html` - pages - https://www.sbs.com.au/aboutus/contact-us/\n- `pages/corporate-plans-index.html` - pages - https://www.sbs.com.au/aboutus/how-we-operate/sbs-corporate-plan/\n- `pages/corporate-plans-index__16.html` - pages - https://www.sbs.com.au/aboutus/2025/08/29/corporate-plan-2025-26/\n- `pages/corporate-plans-index__17.html` - pages - https://www.sbs.com.au/aboutus/2024/08/30/corporate-plan-2024-25/\n- `pages/corporate-plans-index__18.html` - pages - https://www.sbs.com.au/aboutus/2023/09/19/corporate-plan-2023-24/\n- `pages/corporate-plans-index__19.html` - pages - https://www.sbs.com.au/aboutus/2022/08/29/corporate-plan-2022-23/\n- `pages/corporate-plans-index__20.html` - pages - https://www.sbs.com.au/aboutus/2021/08/30/corporate-plan-2021-22/\n- `pages/corporate-plans-index__21.html` - pages - https://www.sbs.com.au/aboutus/2020/07/01/corporate-plan-2020-21-0/\n- `pages/corporate-plans-index__22.html` - pages - https://www.sbs.com.au/aboutus/2020/06/30/corporate-plan-2020-21/\n- `pages/corporate-plans-index__23.html` - pages - https://www.sbs.com.au/aboutus/2019/06/30/corporate-plan-2019-20/\n- `pages/corporate-plans-index__24.html` - pages - https://www.sbs.com.au/aboutus/2018/06/30/corporate-plan-2018-19/\n- `pages/corporate-plans-index__25.html` - pages - https://www.sbs.com.au/aboutus/2017/06/30/corporate-plan-2017-18/\n- `pages/corporate-plans-index__26.html` - pages - https://www.sbs.com.au/aboutus/2016/06/30/corporate-plan-2016-17/\n- `pages/homepage.html` - pages - https://www.sbs.com.au/aboutus/community-advisory-committee\n- `pages/leadership.html` - pages - https://www.sbs.com.au/aboutus/who-we-are/sbs-leadership-team/\n- `pages/media-releases-index.html` - pages - https://www.sbs.com.au/aboutus/category/media-releases/\n- `pages/news-latest.html` - pages - https://www.sbs.com.au/news\n- `pages/strategies-index.html` - pages - https://www.sbs.com.au/aboutus/how-we-operate/reconciliation-action-plan/\n- `pages/strategies-index__27.html` - pages - https://www.sbs.com.au/aboutus/how-we-operate/reconciliation-action-plan/\n- `pages/taskforces-index.html` - pages - https://www.sbs.com.au/aboutus/in-the-community/community-advisory-committee/\n- `other-pdfs/sbs_code_of_practice_2021_amended_2022.pdf` - other-pdfs - https://www.sbs.com.au/aboutus/wp-content/uploads/2023/04/sbs_code_of_practice_2021_amended_2022.pdf\n- `other-pdfs/SBS-Annual-2PP-Flyer-FINAL.pdf` - other-pdfs - https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-2PP-Flyer-FINAL.pdf\n- `other-pdfs/Community-Service-Announcement-How-to-Apply-Information.pdf` - other-pdfs - https://www.sbs.com.au/aboutus/wp-content/uploads/2025/02/Community-Service-Announcement-How-to-Apply-Information.pdf\n- `other-pdfs/SBS-Elevate-RAP-2022-2026_Updates-published-August-2025.pdf` - other-pdfs - https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Elevate-RAP-2022-2026_Updates-published-August-2025.pdf\n\n## Gaps To Fix\n\n- No global comparison/case-study sources found.",
  "legislation_md": "# SBS Community Advisory Committee - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:05:26.092262+00:00\n**Entity ID**: B-002215\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 57\n- Unique legislation references found: 28\n\n| Type | Count |\n|---|---:|\n| Act | 25 |\n| Code | 1 |\n| Determination | 1 |\n| Rules | 1 |\n\n## Legislation References\n\n### Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 26\n**Register search**: https://www.legislation.gov.au/search?query=Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2021-22.pages.jsonl`\n- `corporate-plans/2022-23.pages.jsonl`\n- `corporate-plans/2023-24.pages.jsonl`\n- `corporate-plans/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n\n**Evidence contexts**:\n- al Performance Statement\nI, Mr George Savvides AM, as a member of the accountable authority of the Special Broadcasting Service,\npresent the 2020-21 annual performance statements of the Special Broadcasting Service, as required\nunder paragraph 39(1)(a) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act).\nIn my opinion, these annual performance statements are based on properly maintained records,\naccurately reflect the performance of the entity, and comply with subsection 39(2) of the PGPA Act.\nOur Purpose\nAs described in our Charter, the principal\n  Source: `annual-reports/2020-21.pages.jsonl`\n- ce I have obtained is sufficient and appropriate to provide\na basis for my opinion.\nAccountable Authority’s responsibility for the financial statements\nAs the Accountable Authority of the Entity, the Special Broadcasting Service Board is responsible under\nthe Public Governance, Performance and Accountability Act 2013 (the Act) for the preparation and fair\npresentation of annual financial statements that comply with Australian Accounting Standards – Reduced\nDisclosure Requirements and the rules made under the Act. The Accountable Authority is also responsible\nfor such inte\n  Source: `annual-reports/2020-21.pages.jsonl`\n- ancial Statements 91\n\n[page 92]\nStatement by the Directors\nand Chief Financial Officer\nSTATEMENT BY THE DIRECTORS AND CHIEF FINANCIAL OFFICER\nIn our opinion, the attached financial statements for the year ended 30 June 2021 comply with subsection\n42(2) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act), and are based on\nproperly maintained financial records as per subsection 41(2) of the PGPA Act.\nIn our opinion, at the date of this statement, there are reasonable grounds to believe that the Special\nBroadcasting Service Corporation will be able t\n  Source: `annual-reports/2020-21.pages.jsonl`\n- ce Corporation (the “Corporation”).\nThe objectives of the Corporation are set out in the Special Broadcasting Service Act 1991.\na) The basis of preparation\nThe financial statements are general purpose financial statements and are required by section 42 of the\nPublic Governance, Performance and Accountability Act 2013.\nThe financial statements have been prepared in accordance with:\ni) Public Governance, Performance and Accountability (Financial Reporting) Rule 2015 (FRR); and\nii) Australian Accounting Standards and Interpretations – Reduced Disclosure Requirements issued b\n  Source: `annual-reports/2020-21.pages.jsonl`\n- 0 0 0 0\nTotal 52 21 73 76 23 99 1 0 1 173\nNote: the figures in these tables are as at 30 June 2020; casuals not included.\nAppendices 189\n\n[page 190]\nIndex of Annual Report Requirements\nThis index is to assist readers to locate the information required by the Public Governance, Performance and\nAccountability Act 2013 (PGPA Act), the Special Broadcasting Service Act 1991 and other applicable legislation.\nTopic Page\nEnabling Legislation, Charter and Purpose 4\nResponsible Minister 4\nLetter to the Minister 5-8\nApproval of Annual Report by the Accountable Authority 5\nOrganisat\n  Source: `annual-reports/2020-21.pages.jsonl`\n\n### Special Broadcasting Service Act 1991\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 20\n**Register search**: https://www.legislation.gov.au/search?query=Special+Broadcasting+Service+Act+1991\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2021-22.pages.jsonl`\n- `corporate-plans/2022-23.pages.jsonl`\n- `corporate-plans/2023-24.pages.jsonl`\n- `corporate-plans/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n- `other-pdfs/sbs_code_of_practice_2021_amended_2022.pages.jsonl`\n\n**Evidence contexts**:\n- he accompanying notes.\n96 SBS Annual Report 2021\n\n[page 97]\nNotes to the Financial Statements\nOverview\nThe financial statements are those of the Special Broadcasting Service Corporation (the “Corporation”).\nThe objectives of the Corporation are set out in the Special Broadcasting Service Act 1991.\na) The basis of preparation\nThe financial statements are general purpose financial statements and are required by section 42 of the\nPublic Governance, Performance and Accountability Act 2013.\nThe financial statements have been prepared in accordance with:\ni)\n  Source: `annual-reports/2020-21.pages.jsonl`\n- ormance\nThe financial statements are those of the Special Broadcasting Service Corporation (the “Corporation”). This section analyses the Corporation’s financial performance for the year ended 30 June 2022.\nThe objectives of the Corporation are set out in the Special Broadcasting Service Act 1991.\nThe principal function of the Corporation is to provide multilingual and multicultural broadcasting and digital media 1.1 Expenses\nservices that inform, educate, and entertain all Australians and, in doing so, contributes to a cohesive society.\n2022 2021\na)\n  Source: `annual-reports/2021-22.pages.jsonl`\n- 024 and has been produced regulated technology firms both from a commercial\nin accordance with the Public Governance, and societal perspective. The dominance of\nPerformance and Accountability Act 2013 (Cth) and global social media and technology providers\nthe Special Broadcasting Service Act 1991 (Cth). presents significant threats to the local media\nlandscape, signalling the need for clear and\nAs we enter SBS’s 50th year, the network is better\nrobust global tech policies, such as the recent\nplaced than ever to serve Australia’s growing and\nlegislatio\n  Source: `annual-reports/2023-24.pages.jsonl`\n- l activities, investments are made.\nAudit Plan approved by the SBS Audit and Risk\nAll investments have been made in Committee. Where applicable, recommendations\naccordance with the investing requirements for improvements to the control environment were\nof the Special Broadcasting Service Act 1991 brought to the attention of SBS management,\nand the Public Governance, Performance and remediation plans are in place as agreed\nand Accountability Act 2013. with management to address issues raised.\nThe following internal audits were conducted in\nFive-year fu\n  Source: `annual-reports/2023-24.pages.jsonl`\n- companying notes.\n\n[page 136]\n113366 S B S ANN UAL REP O RT\nNotes to the Financial Statements\nOverview\nThe financial statements are those of the Special Broadcasting Service Corporation (the “Corporation”). The\nobjectives of the Corporation are set out in the Special Broadcasting Service Act 1991.\nThe principal function of the Corporation is to provide multilingual and multicultural broadcasting and\ndigital media services that inform, educate and entertain all Australians and, in doing so, reflect Australia’s\nmulticultural society.\na) The basis of pre\n  Source: `annual-reports/2023-24.pages.jsonl`\n\n### Broadcasting Service Act 1991\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Broadcasting+Service+Act+1991\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n- `corporate-plans/2025-26.pages.jsonl`\n- `strategies/sbs_elevate_reconciliation_action_plan_june_2022_-_june_2026.pages.jsonl`\n\n**Evidence contexts**:\n- esting\ntaking all reasonable measures\nSBS’s appropriation for 2022 activities requirements of the Special SBS has an agreement with EY Centre, South Brisbane, QLD),\nto prevent, detect and deal with\nrepresents the third year of its SBS actively and responsibly Broadcasting Service Act 1991 for the delivery of the internal Adelaide (Glenside, SA) and Perth\nfraud and meeting its obligations\ncurrent triennial funding cycle. manages its finances. This and the Public Governance, audit for SBS. EY performed (Subiaco, WA).\nunder the fraud rule.\nThe tr\n  Source: `annual-reports/2021-22.pages.jsonl`\n- as procedures in place to identify and report on\nany related party transactions. These are set out in\nAll investments have been made in accordance\nnotes 3.3A and 3.3B to the SBS Financial Statements\nwith the investing requirements of the Special\n(see p. 141).\nBroadcasting Service Act 1991 and the Public\nGovernance, Performance and Accountability External and internal audit\nAct 2013.\nThe audit of SBS’s financial statements is carried out\nFive-year funding\nby the Australian National Audit Office (ANAO). The\nANAO gave an unmodified opinion on the\n  Source: `annual-reports/2024-25.pages.jsonl`\n- S CO R P O R AT E P L A N 2 0 2 5 - 2 6 | 3 5\n\n[page 37]\nAPPENDICES 07\nAPPENDICES\nAppendix 1: The SBS Charter Appendix 2: Role and Duty of the SBS Board\nThe SBS Charter, contained in section 6 of the Special The role and duties of the SBS Board are set out in\nBroadcasting Service Act 1991 (SBS Act), sets out the sections 9 and 10 (1) of the SBS Act. The SBS Board is\nprincipal function of SBS and a number of duties it has committed to fulfilling its duties as set out in the SBS\nto fulfil in performing our principal function. It states: Act and\n  Source: `corporate-plans/2025-26.pages.jsonl`\n- imately 55 employees\nwith a special purpose – as outlined in its unique identify as Aboriginal and/or Torres Strait\n• Unparalleled multilingual services,\nand legislated Charter, set out in the Special Islander peoples***\nbroadcasting in more than 60 languages\nBroadcasting Service Act 1991 - to meet the - 43% of SBS employees were born\ncommunications needs of Australia’s multicultural • 10.3 million Australians reached on TV each overseas***\nand Aboriginal and Torres Strait Islander month across the SBS network*\n• Industry leading levels of sta\n  Source: `strategies/sbs_elevate_reconciliation_action_plan_june_2022_-_june_2026.pages.jsonl`\n\n### Environment Protection and Biodiversity Conservation Act 1999\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- earned from advertising and sponsorship 77-78\nKey activities and changes affecting the authority NIL\nRelated entity transactions 81\nStatement of governance 81\nIndemnities and insurance premiums for officers 83\nMinisterial directions/Government Policy Order 83\nEnvironment Protection and Biodiversity Conservation Act 1999 83-84\nLocation of major activities and facilities 84\nParticulars of any gift, devise or bequest accepted by SBS NIL\nJudicial decisions and reviews by outside bodies NIL\nFinancial results 89-120\nAdvertisers and sponsors 160-182\nExecutive remuneration 184-187\nO\n  Source: `annual-reports/2020-21.pages.jsonl`\n- elated entity transactions 85\nStatement of governance 86\nNSW 42 9 51 71 12 83 1 0 1 135\nQLD 0 0 0 2 0 2 0 0 0 2 Indemnities and insurance premiums for officers 85\nSA 0 0 0 0 0 0 0 0 0 0 Ministerial directions/Government Policy Order 86\nTAS 0 0 0 0 0 0 0 0 0 0 Environment Protection and Biodiversity Conservation Act 1999 79\nVIC 1 2 3 4 3 7 0 0 0 10\nLocation of major activities and facilities 85\nWA 1 0 1 0 0 0 0 1 1 2\nParticulars of any gift, devise or bequest accepted by SBS NIL\nACT 0 0 0 0 0 0 0 0 0 0\nJudicial decisions and reviews by outside bodies NIL\nNT 0 0 0 0 0 0 0 0 0\n  Source: `annual-reports/2021-22.pages.jsonl`\n- arned from advertising and sponsorship 98\nKey activities and changes affecting the authority NIL\nRelated-entity transactions 109\nStatement of governance 111\nIndemnities and insurance premiums for officers 109\nMinisterial directions/Government Policy Order 111\nEnvironment Protection and Biodiversity Conservation Act 1999 100-101\nLocation of major activities and facilities 110\nParticulars of any gift, devise or bequest accepted by SBS NIL\nJudicial decisions and reviews by outside bodies NIL\nFinancial results 128-161\nAdvertisers and sponsors 214-238\nExecutive remuneration 241-2\n  Source: `annual-reports/2023-24.pages.jsonl`\n- earned from advertising and sponsorship 82\nKey activities and changes affecting the authority NIL\nRelated-entity transactions 97\nStatement of governance 101\nIndemnities and insurance premiums for officers 97\nMinisterial directions/Government Policy Order 101\nEnvironment Protection and Biodiversity Conservation Act 1999 85-89\nLocation of major activities and facilities 98\nParticulars of any gift, devise or bequest accepted by SBS NIL\nJudicial decisions and reviews by outside bodies NIL\nFinancial results 120-152\nAdvertisers and sponsors 208-228\nExecutive remuneration 231-234\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Equal Employment Opportunity (Commonwealth Authorities) Act 1987\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Equal+Employment+Opportunity+%28Commonwealth+Authorities%29+Act+1987\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- le Authority 5\nOrganisational structure 11\nBoard of Directors 12-15\nAudit and Risk Committee and its Charter 16\nCommunity Advisory Committee 16, 69-71\nKey activities; Corporate Plan 17-18, 21-84\nWork Health and Safety Act 2011 22\nEqual Employment Opportunity (Commonwealth Authorities) Act 1987 24\nAudience research and feedback 56-58\nAnnual Performance Statement 85-88\nTransmission coverage and quality 76-77\nRevenue earned from advertising and sponsorship 77-78\nKey activities and changes affecting the authority NIL\nRelated entity transactions 81\nStat\n  Source: `annual-reports/2020-21.pages.jsonl`\n- r 92\nACT 7 0 7 4 1 5 0 0 0 12\nCommunity Advisory Committee 93-95\nNT 0 0 0 1 0 1 0 0 0 1\nKey activities; Corporate Plan 20-97\nExternal\nTerritories 0 0 0 0 0 0 0 0 0 0 Work Health and Safety Act 2011 73\nOverseas 0 0 0 0 0 0 0 0 0 0\nEqual Employment Opportunity (Commonwealth Authorities) Act 1987 67\nTotal 424 62 486 424 132 556 7 0 7 1049\nAudience research and feedback 46-50\nAnnual Performance Statement 98-101\nTable 4: All Non-Ongoing Employees Previous Reporting Period (2020-21)\nTransmission coverage and quality 80-81\nMale Female Non-binary Total Rev\n  Source: `annual-reports/2021-22.pages.jsonl`\n- Authority 8-9\nOrganisational structure 17\nBoard of Directors 12-16\nAudit and Risk Committee and its Charter 116\nCommunity Advisory Committee 117-119\nKey activities; Corporate Plan 22-121, 18-21\nWork Health and Safety Act 2011 93\nEqual Employment Opportunity (Commonwealth Authorities) Act 1987 86-87\nAudience research and feedback 54-65\nAnnual Performance Statement 122-127\nTransmission coverage and quality 103-105\nRevenue earned from advertising and sponsorship 98\nKey activities and changes affecting the authority NIL\nRelated-entity transactions 109\n  Source: `annual-reports/2023-24.pages.jsonl`\n- Authority 8-9\nOrganisational structure 16\nBoard of Directors 12-15\nAudit and Risk Committee and its Charter 106\nCommunity Advisory Committee 108-111\nKey activities; Corporate Plan 20-113,\n17-19\nWork Health and Safety Act 2011 77\nEqual Employment Opportunity (Commonwealth Authorities) Act 1987 72-73\nAudience research and feedback 42-51\nAnnual Performance Statement 114-119\nTransmission coverage and quality 92-93\nRevenue earned from advertising and sponsorship 82\nKey activities and changes affecting the authority NIL\nRelated-entity transactions 97\nSt\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Online Safety Act 2021\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Online+Safety+Act+2021\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `other-pdfs/sbs_code_of_practice_2021_amended_2022.pages.jsonl`\n\n**Evidence contexts**:\n- 2021\nWorld Indigenous Television\nThe Green Paper sought and will continue to participate in\nBroadcasters Network\nfeedback on measures to support further developments.\n(WITBIN) continues to provide\nAustralian content into the future,\nincluding through revenue Online Safety Act 2021 content sharing and strategic\npartnership opportunities.\nthat may arise from proposed SBS supports proper controls that\nchanges to broadcasting mitigate online risks and ensure\nspectrum management. Australians can confidently take\nadvantage of the benefits of\n  Source: `annual-reports/2020-21.pages.jsonl`\n- , a media industry-\nto the Working Group attended its\nagreement. funded organisation, in industry-\ninaugural meeting. SBS is a member of the Public\nwide collaboration on television\nIn March 2022, SBS Media Alliance (PMA), Australia’s\nrepresentatives also gave Online Safety Act 2021 Right to Know, Communications platforms, services and relevant\nstandards.\nevidence relevant to the SBS supports proper controls that Sector Group, Screen Diversity\nBargaining Code at a mitigate online risks and ensure Inclusion Network (SDIN), Involvement in\n  Source: `annual-reports/2021-22.pages.jsonl`\n- cams\n– Mandatory Industry Codes consultation,\nNews Media Assistance Program (News MAP),\nGeneral Search Services (through the Australian\nCompetition and Consumer Commission’s Digital\nPlatform Services Inquiry), close captioning, and\nthe statutory review of the Online Safety Act 2021.\nSBS expects to continue to participate in the\nongoing process of Privacy Reform, likely in\nlate 2024.\nSBS also continued to engage with the news,\nmedia and screen production sectors, as\nwell as a wide range of stakeholders and\ndelegates, including through Au\n  Source: `annual-reports/2023-24.pages.jsonl`\n- in Appendix 1.\nSBS Code of Practice 2021 9\n\n[page 10]\nSBS online content is managed with reference to the provisions of the Guidelines for the\nClassification of Films under the Classification Act 1995 (Cth) (in accordance with the online\ncontent scheme in the Online Safety Act 2021 (Cth) (Part 9)).\nThe following content (including relevant program promotions) is not subject to classification\nunder this section: news programs (including news updates), current affairs programs, sports\nprograms. This material is assessed and broadcast and\n  Source: `other-pdfs/sbs_code_of_practice_2021_amended_2022.pages.jsonl`\n\n### PGPA Act), the Special Broadcasting Service Act 1991\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=PGPA+Act%29%2C+the+Special+Broadcasting+Service+Act+1991\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- in these tables are as at 30 June 2020; casuals not included.\nAppendices 189\n\n[page 190]\nIndex of Annual Report Requirements\nThis index is to assist readers to locate the information required by the Public Governance, Performance and\nAccountability Act 2013 (PGPA Act), the Special Broadcasting Service Act 1991 and other applicable legislation.\nTopic Page\nEnabling Legislation, Charter and Purpose 4\nResponsible Minister 4\nLetter to the Minister 5-8\nApproval of Annual Report by the Accountable Authority 5\nOrganisational structure 11\nBoard of Directors 12-15\nAudit and\n  Source: `annual-reports/2020-21.pages.jsonl`\n- E M E N T S\nOngoing and Non-ongoing Employees (continued)\nTable 3: All Ongoing Employees Previous Reporting Period (2020-21) This index is to assist readers to locate the information required by the Public Governance, Performance and\nAccountability Act 2013 (PGPA Act), the Special Broadcasting Service Act 1991 and other applicable legislation.\nMale Female Non-binary Total\nTopic Page\nTotal\nPart Total Part Total Part non- Enabling Legislation, Charter and Purpose 86, Appendix 1, 4\nFulltime Time Male Fulltime Time Female Fulltime Time binary\nResponsible Minister 86\nNS\n  Source: `annual-reports/2021-22.pages.jsonl`\n- ictional renewable power percentage (ACT only).\n\n[page 246]\n224466 S B S ANN UAL REP O RT\nIndex of Annual Report Requirements\nThis index is to assist readers to locate the information required by the Public Governance, Performance and\nAccountability Act 2013 (PGPA Act), the Special Broadcasting Service Act 1991 and other applicable legislation.\nTopic Page\nEnabling Legislation, Charter and Purpose 111, 163, 4\nResponsible Minister 111\nLetter to the Minister 8-9\nApproval of Annual Report by the Accountable Authority 8-9\nOrganisational structure 17\nBoard of Directors 12\n  Source: `annual-reports/2023-24.pages.jsonl`\n- R E P O R T 2 0 2 5 S B S A N N U A L R E P O R T 2 0 2 5 | 2 5 3\n\n[page 255]\nAppendices\nIndex of Annual Report Requirements\nThis index is to assist readers to locate the information required by the Public Governance, Performance and\nAccountability Act 2013 (PGPA Act), the Special Broadcasting Service Act 1991 and other applicable legislation.\nTopic Page\nEnabling Legislation, Charter and Purpose 101, 154, 4\nResponsible Minister 101\nLetter to the Minister 8-9\nApproval of Annual Report by the Accountable Authority 8-9\nOrganisational structure 16\nBoard of Directors 12\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Work Health and Safety Act 2011\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.gov.au/search?query=Work+Health+and+Safety+Act+2011\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- er to the Minister 5-8\nApproval of Annual Report by the Accountable Authority 5\nOrganisational structure 11\nBoard of Directors 12-15\nAudit and Risk Committee and its Charter 16\nCommunity Advisory Committee 16, 69-71\nKey activities; Corporate Plan 17-18, 21-84\nWork Health and Safety Act 2011 22\nEqual Employment Opportunity (Commonwealth Authorities) Act 1987 24\nAudience research and feedback 56-58\nAnnual Performance Statement 85-88\nTransmission coverage and quality 76-77\nRevenue earned from advertising and sponsorship 77-78\nKey activities and cha\n  Source: `annual-reports/2020-21.pages.jsonl`\n- 0 150 Board of Directors 12-15\nWA 2 0 2 1 1 2 0 0 0 4\nAudit and Risk Committee and its Charter 92\nACT 7 0 7 4 1 5 0 0 0 12\nCommunity Advisory Committee 93-95\nNT 0 0 0 1 0 1 0 0 0 1\nKey activities; Corporate Plan 20-97\nExternal\nTerritories 0 0 0 0 0 0 0 0 0 0 Work Health and Safety Act 2011 73\nOverseas 0 0 0 0 0 0 0 0 0 0\nEqual Employment Opportunity (Commonwealth Authorities) Act 1987 67\nTotal 424 62 486 424 132 556 7 0 7 1049\nAudience research and feedback 46-50\nAnnual Performance Statement 98-101\nTable 4: All Non-Ongoing Employees Previous Re\n  Source: `annual-reports/2021-22.pages.jsonl`\n- to the Minister 8-9\nApproval of Annual Report by the Accountable Authority 8-9\nOrganisational structure 17\nBoard of Directors 12-16\nAudit and Risk Committee and its Charter 116\nCommunity Advisory Committee 117-119\nKey activities; Corporate Plan 22-121, 18-21\nWork Health and Safety Act 2011 93\nEqual Employment Opportunity (Commonwealth Authorities) Act 1987 86-87\nAudience research and feedback 54-65\nAnnual Performance Statement 122-127\nTransmission coverage and quality 103-105\nRevenue earned from advertising and sponsorship 98\nKey activities and\n  Source: `annual-reports/2023-24.pages.jsonl`\n- to the Minister 8-9\nApproval of Annual Report by the Accountable Authority 8-9\nOrganisational structure 16\nBoard of Directors 12-15\nAudit and Risk Committee and its Charter 106\nCommunity Advisory Committee 108-111\nKey activities; Corporate Plan 20-113,\n17-19\nWork Health and Safety Act 2011 77\nEqual Employment Opportunity (Commonwealth Authorities) Act 1987 72-73\nAudience research and feedback 42-51\nAnnual Performance Statement 114-119\nTransmission coverage and quality 92-93\nRevenue earned from advertising and sponsorship 82\nKey activities and c\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Auditor-General Act 1997\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Auditor-General+Act+1997\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- include the relevant independence\nrequirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for\nProfessional Accountants (including Independence Standards) (the Code) to the extent that they are not\nin conflict with the Auditor-General Act 1997. I have also fulfilled my other responsibilities in accordance\nwith the Code. I believe that the audit evidence I have obtained is sufficient and appropriate to provide\na basis for my opinion.\nAccountable Authority’s responsibility for the financial statement\n  Source: `annual-reports/2020-21.pages.jsonl`\n- ing Professional and Ethical Standards Board’s APES 110 Code of Ethics for\n5. Aggregate assets and liabilities 125\nProfessional Accountants (including Independence Standards) (the Code) to the extent that they are not\n6. Contingencies 126 in conflict with the Auditor-General Act 1997. I have also fulfilled my other responsibilities in accordance\nwith the Code. I believe that the audit evidence I have obtained is sufficient and appropriate to provide\n7. Budgetary reports and explanations of major variances 126 a basis for my opinion.\n7.1 B\n  Source: `annual-reports/2021-22.pages.jsonl`\n- include the relevant independence\nrequirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for\nProfessional Accountants (including Independence Standards) (the Code) to the extent that they are not\nin conflict with the Auditor-General Act 1997. I have also fulfilled my other responsibilities in accordance\nwith the Code. I believe that the audit evidence I have obtained is sufficient and appropriate to provide\na basis for my opinion.\nAccountable Authority’s responsibility for the financial statement\n  Source: `annual-reports/2023-24.pages.jsonl`\n\n### Federal Government’s Public Governance, Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Federal+Government%E2%80%99s+Public+Governance%2C+Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- against the SBS Corporate\nMinister for Communications\nPlan 2021-22 and the Department of Infrastructure, Transport, Regional\nThe Hon Michelle Rowland MP\nDevelopment, Communications and the Arts Portfolio Budget Statements\nfor 2021-22.\nSBS Board As part of the Federal Government’s Public Governance, Performance and Accountability Act\n2013 (PGPA Act) legislative framework, the SBS Corporate Plan must be updated annually on a\nChair\nrolling four-year basis. The SBS Corporate Plan 2021-22 covers the period 2021-22 to 2024-25.\nGeorge Savvides AM\nDirectors\nThe Corporate Plan is influenced by the org\n  Source: `annual-reports/2021-22.pages.jsonl`\n- O RT\nCorporate Plan\nThis Annual Report reviews SBS’s performance against the SBS Corporate Plan\n2024-25 and the Department of Infrastructure, Transport, Regional Development,\nCommunications and the Arts Portfolio Budget Statements for 2024-25.\nAs part of the Federal Government’s Public Governance, Performance and Accountability Act 2013 (PGPA\nAct) legislative framework, the SBS Corporate Plan is updated annually on a rolling four-year basis. The\nSBS Corporate Plan 2024-25 covers the period 2024-25 to 2027-28.\nThe Corporate Plan is influenced by the organisation’s Four-Year Strategic Journey\n  Source: `annual-reports/2023-24.pages.jsonl`\n- URPOSE\nCORPORATE PLAN\nThis Annual Report reviews SBS’s performance against the SBS Corporate Plan 2024-25 and the Department\nof Infrastructure, Transport, Regional Development, Communications and the Arts Portfolio Budget\nStatements for 2024-25\nAs part of the Federal Government’s Public Governance, Performance and Accountability Act 2013 (PGPA Act)\nlegislative framework, the SBS Corporate Plan must be updated annually on a rolling four-year basis. The SBS\nCorporate Plan 2024-25 covers the period 2024-25 to 2027-28.\nThe Corporate Plan is influenced by the organisation’s four-year strategic jou\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Modern Slavery Act 2018\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.gov.au/search?query=Modern+Slavery+Act+2018\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- s. the Department of Home Affairs\nNational DAB Licence\nin March 2021 for the 2019-20\nCompany Limited\nSBS Board and its financial year, as required\nIn October 2009 SBS formed, Committees under the Commonwealth\nwith the ABC, the National\nThe SBS Board has three Modern Slavery Act 2018.\nDAB Licence Company Ltd.\nstanding committees: The Audit\nIn 2020-21, the working group\nThe company was formed\nand Risk Committee, the Codes\ncontinued to improve the\nin order to obtain a category\nReview Committee and the\napproach to SBS’s modern\n3 digital radi\n  Source: `annual-reports/2020-21.pages.jsonl`\n- goods\nindependence and integrity. The current Code and services for SBS; and (f) preparing a practical\ncame into effect on 1 July 2021 with minor and guidance note for smaller suppliers that are not\nconsequential amendments made in April 2022. subject to the Modern Slavery Act 2018 and lack the\nresources to understand modern slavery risks.\nThe SBS Commercial, Funding and External\nRelationship Guidelines (Guidelines) are a\nset of policies that guide SBS’s decisions Ministerial directions and notifications\nrelating to commercial and exter\n  Source: `annual-reports/2023-24.pages.jsonl`\n- Slavery\ndelegation of authority, project (program) Statement to the Attorney-General’s Department in\nmanagement, policies for statutory compliance, December 2024 for the 2023-24 financial year, as\ncodes of conduct, review processes, budget required under the Modern Slavery Act 2018. The\ninformation linked to all planning processes, Statement is publicly available on the Australian\npolicies and processes to ensure compliance Government’s Online Register for Modern Slavery\nwith competitive neutrality and a range of other Statements.\noblig\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Broadcasting Minister for Communications and Minister for Sport, Act 1942\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Broadcasting+Minister+for+Communications+and+Minister+for+Sport%2C+Act+1942\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- A L R E P O R T 2 0 2 5 | 1 0 1\n\n[page 103]\nCORPORATE GOVERNANCE\nSBS CORPORATE\nEnabling legislation Responsible Minister\nSBS was established as an independent statutory The Minister responsible is the Hon Annika Wells MP,\nauthority on 1 January 1978 under the Broadcasting Minister for Communications and Minister for Sport,\nAct 1942. In 1991, the Special Broadcasting Service who was appointed on 13 May 2025.\nAct (SBS Act) came into effect and SBS became a\nSBS Modern Slavery Statement\nCorporation.\nSBS continues its commitment to addressing\nStatement of governance\npotential modern slavery\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Committees. Service Act 1991\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Committees.+Service+Act+1991\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- reports to the\nand regular monitoring and that SBS meets its obligations further review and due diligence SBS Board about audience\nreporting to the SBS Board and under the Special Broadcasting of its supply chains and business complaints, breach findings,\nits Committees. Service Act 1991 (Cth) (SBS Act). practices; (b) conducting insights and remedial actions. The\nThe Guidelines are approved by training for relevant SBS staff Ombudsman regularly attends\nGood corporate governance\nthe SBS Board. The Guidelines to build organisation-wide skills\n  Source: `annual-reports/2021-22.pages.jsonl`\n\n### Rowland MP, Minister for Communications, the Broadcasting Act 1942\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Rowland+MP%2C+Minister+for+Communications%2C+the+Broadcasting+Act+1942\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- PONSIBLE ADVERTISING INITIATIVES\n\n[page 111]\nCO RP O R ATE G OVERNAN CE 111\nSBS Governance\nEnabling legislation Responsible Minister\nSBS was established as an independent The Minister responsible is the Hon Michelle\nstatutory authority on 1 January 1978 under Rowland MP, Minister for Communications,\nthe Broadcasting Act 1942. In 1991, the Special who was appointed on 1 June 2022.\nBroadcasting Service Act (SBS Act) came into\neffect and SBS became a Corporation. SBS Modern Slavery Statement\nSBS continues its commitment to addressing\nStatement of governance potential modern slavery\n  Source: `annual-reports/2023-24.pages.jsonl`\n\n### Bargaining Code) Act 2021\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Bargaining+Code%29+Act+2021\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- in a range of national\nprocess leading to the Treasury\nInquiry which concluded at the and international industry bodies\nLaws Amendment (News Media\nend of 2018–19. and initiatives. These networks\nand Digital Platforms Mandatory\nare more important than ever, as\nBargaining Code) Act 2021 As part of this work, the\nthe media industry goes through\n(Bargaining Code), which received ACCC’s Ad Tech Inquiry looks at\nsignificant change.\nassent in March 2021. This markets for the supply of digital\nincluded providing submissions to advertising technolo\n  Source: `annual-reports/2020-21.pages.jsonl`\n- as announced by the Morrison Government notified SBS (and the COVID-19.\nLaws Amendment (News Media\nGovernment in early February 2022. ABC) of then-Minister Fletcher’s\nand Digital Platforms Mandatory SBS Content Industry Diversity\nstatements of expectation for\nBargaining Code) Act 2021 The Working Group comprises Manager, Michelle Cheng, is\neach public broadcaster in\n(Bargaining Code) regarding industry, government, the current Co-Chair of SDIN,\nrelation to Australian content\nprovision of news and current and regulatory bodies’ which brings\n  Source: `annual-reports/2021-22.pages.jsonl`\n\n### Performance and Accountability Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Performance+and+Accountability+Act+2013\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- l Report was approved by the Board SBS is acutely aware of the risks posed by under-\non 29 August 2024 and has been produced regulated technology firms both from a commercial\nin accordance with the Public Governance, and societal perspective. The dominance of\nPerformance and Accountability Act 2013 (Cth) and global social media and technology providers\nthe Special Broadcasting Service Act 1991 (Cth). presents significant threats to the local media\nlandscape, signalling the need for clear and\nAs we enter SBS’s 50th year, the network is better\nrobust glob\n  Source: `annual-reports/2023-24.pages.jsonl`\n- was approved by the Board\nand trust in institutions is declining, SBS provides\non 27 August 2025 and has been produced\na vital safeguard – amplifying under-represented\nin accordance with the Public Governance,\nvoices, strengthening democracy through plurality\nPerformance and Accountability Act 2013 (Cth) and\nand dialogue, and delivering balanced, impartial and\nthe Special Broadcasting Service Act 1991 (Cth).\naccurate information – leading SBS to be regarded as\nIn 2025, SBS proudly marks its 50th anniversary – the nation’s most trusted news provider in 2\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Public Interest Disclosure (PID) Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Public+Interest+Disclosure+%28PID%29+Act+2013\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- re spent on administrative\nGovernance, Performance and Accountability Rule\noverheads was 7.4%. This reflects the concerted\n2014 (Cth) (the fraud and corruption rule) as well\neffort by SBS to improve efficiencies in this area\nas the Public Interest Disclosure (PID) Act 2013.\nto direct more funds to service delivery and\ncontent creation, for the benefit of audiences. The SBS Fraud and Corruption Control Plan was\ndeveloped using the methodology outlined in the\nInternational Standard for Risk Management (AS\nNational DAB Licence Com\n  Source: `annual-reports/2023-24.pages.jsonl`\n- ations Act 1992.\n(PGPA) Act 2013 (Cth) and section 10 of the Public\nSBS and the ABC are the only shareholders in the\nGovernance, Performance and Accountability Rule\ncompany.\n2014 (Cth) (the fraud and corruption rule) as well as\nthe Public Interest Disclosure (PID) Act 2013. The SBS\nFraud and Corruption Control Plan was developed\nusing the methodology outlined in the International\nS B S A N N UA L R E P O R T 2 0 2 5 | 97\n\n[page 100]\nSBS CORPORATE\nStandard for Risk Management (AS ISO 31000:2018). SBS Managing Director James Tayl\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Special Broadcasting Service (SBS) Act 1991\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://www.legislation.gov.au/search?query=Special+Broadcasting+Service+%28SBS%29+Act+1991\n\n**Sources**:\n- `pages/homepage.html`\n- `pages/taskforces-index.html`\n\n**Evidence contexts**:\n- Community Advisory Committee\n\nCommunity Advisory Committee\nThe SBS Community Advisory Committee (CAC) is established under section 50 of the Special Broadcasting Service (SBS) Act 1991. The function of the Committee as specified under the Act is to assist the SBS Board to fulfil its duty to be aware of, and responsive to, community needs and opinions, by advising the Board on community matters relevant to the SBS Charter.\nThe Committee meet\n  Source: `pages/homepage.html`\n- Community Advisory Committee\n\nCommunity Advisory Committee\nThe SBS Community Advisory Committee (CAC) is established under section 50 of the Special Broadcasting Service (SBS) Act 1991. The function of the Committee as specified under the Act is to assist the SBS Board to fulfil its duty to be aware of, and responsive to, community needs and opinions, by advising the Board on community matters relevant to the SBS Charter.\nThe Committee meet\n  Source: `pages/taskforces-index.html`\n\n### Basic Online Safety Expectations Amendment Determination 2023\n\n**Type**: Determination\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Basic+Online+Safety+Expectations+Amendment+Determination+2023\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- d opposite),\nProhibited Hate Symbols and Other Measures\nBill 2023, Artificial Intelligence (AI), Combatting\nMisinformation and Disinformation Bill 2023,\nAustralian Census 2026, Fair Pay for Radio Play\nBill 2023, COVID-19 Royal Commission’s terms\nof reference, Basic Online Safety Expectations\nAmendment Determination 2023, Scams\n– Mandatory Industry Codes consultation,\nNews Media Assistance Program (News MAP),\nGeneral Search Services (through the Australian\nCompetition and Consumer Commission’s Digital\nPlatform Services Inquiry), close captioning, and\nthe statutory review of t\n  Source: `annual-reports/2023-24.pages.jsonl`\n\n### Broadcasting Services (Online Content Service Provider) Rules 2018\n\n**Type**: Rules\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Broadcasting+Services+%28Online+Content+Service+Provider%29+Rules+2018\n\n**Sources**:\n- `other-pdfs/sbs_code_of_practice_2021_amended_2022.pages.jsonl`\n\n**Evidence contexts**:\n- adcast or received outside their local time zone including where individuals choose to access the\nbroadcast signal outside of their local area.\nSBS digital media services\nSBS digital media services are subject to similar rules under the Broadcasting Services\n(Online Content Service Provider) Rules 2018.\n4.3 Community Information\nSBS provides a limited amount of free airtime on its television and radio broadcasting\nservices, and its digital media platforms, for community information announcements and\ncommunity promotional material, known as community service\n  Source: `other-pdfs/sbs_code_of_practice_2021_amended_2022.pages.jsonl`\n\n### Broadcasting Services Act 1992\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Broadcasting+Services+Act+1992\n\n**Sources**:\n- `other-pdfs/sbs_code_of_practice_2021_amended_2022.pages.jsonl`\n\n**Evidence contexts**:\n- e not received a response within 60 days after making it or, in exceptional\ncircumstances, within the advised time period; or\n• who received a response within that period which they consider to be inadequate;\nmay complain to the ACMA, under section 150 of the Broadcasting Services Act 1992 (Cth).\nThe ACMA does not deal with complaints about content on SBS digital media services unless\nit relates to a retransmitted television or radio broadcasting service.\n6.2.5 Complaints about illegal and offensive content on SBS digital media services\nThe eSa\n  Source: `other-pdfs/sbs_code_of_practice_2021_amended_2022.pages.jsonl`\n\n### Classification (Publications, Films and Computer Games) Act 1995\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Classification+%28Publications%2C+Films+and+Computer+Games%29+Act+1995\n\n**Sources**:\n- `other-pdfs/sbs_code_of_practice_2021_amended_2022.pages.jsonl`\n\n**Evidence contexts**:\n- [page 24]\nAppendix 1\nSBS System of Classification for Television Broadcasting Services\nThe SBS system of television program classification is adapted from the Guidelines for\nthe Classification of Films and Computer Games (2005) made under the Classification\n(Publications, Films and Computer Games) Act 1995 (Cth).\nThe guiding principle in the application of the following classifications is context. What is\ninappropriate and unacceptable in one context may be appropriate and acceptable in another.\nFactors to consider include: the artistic or educational merit of\n  Source: `other-pdfs/sbs_code_of_practice_2021_amended_2022.pages.jsonl`\n\n### Disclosure (PID) Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Disclosure+%28PID%29+Act+2013\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- program recycled a\nGovernance, Performance and total of 141.14 tonnes of waste\nAccountability Rule 2014 (the fraud Compliance Report and 53.42 tonnes of paper\nrule) as well as the Public Interest and cardboard. Approximately\nManagement provides a\nDisclosure (PID) Act 2013. 194.57 tonnes, or 72 per cent, of\nQuarterly Compliance Report to\nall waste generated by SBS was\nThe SBS Fraud Control Plan the Audit and Risk Committee\nrecovered, diverted from landfill\nwas developed using the which includes details of\nor re-used.\nmethodolog\n  Source: `annual-reports/2020-21.pages.jsonl`\n\n### Foreword The Special Broadcasting Service Act 1991\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Foreword+The+Special+Broadcasting+Service+Act+1991\n\n**Sources**:\n- `other-pdfs/sbs_code_of_practice_2021_amended_2022.pages.jsonl`\n\n**Evidence contexts**:\n- [page 1]\nSBS Code of Practice\nJuly 2021 (Amended 4 April 2022)\nSBS Code of Practice 2021 1\n\n[page 2]\nForeword\nThe Special Broadcasting Service Act 1991 (Cth) sets out the SBS Charter, including SBS’s principal\nfunction to provide multilingual, multicultural and Indigenous broadcasting and digital media\nservices that inform, educate and entertain all Australians. Our breadth of distinctive content\nintentional\n  Source: `other-pdfs/sbs_code_of_practice_2021_amended_2022.pages.jsonl`\n\n### Platforms Mandatory Digital Platform Services Inquiry Industry Engagement Bargaining Code 2020\n\n**Type**: Code\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Platforms+Mandatory+Digital+Platform+Services+Inquiry+Industry+Engagement+Bargaining+Code+2020\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- opment\n2020–25 and Communications in February\nand Industry\n2021 in relation to a bill for a new\nThe Australian Competition\nOnline Safety Act. The Bill was\nand Consumer Commission\npassed on 23 June, 2021.\nNews Media and Digital (ACCC) is conducting a five-year\nPlatforms Mandatory Digital Platform Services Inquiry\nIndustry Engagement\nBargaining Code 2020–2025 into markets for the\nsupply of digital platform services SBS supports an innovative and\nIn 2020–21, SBS continued to\n(the Inquiry). This Inquiry follows diverse media sector through\nconstructively engage in the\nthe ACCC’s Digital Platforms participation\n  Source: `annual-reports/2020-21.pages.jsonl`\n\n### Prominence and Anti-siphoning) Act 2024\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Prominence+and+Anti-siphoning%29+Act+2024\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- mpetition regime proposed by the Treasury,\nshould not be left unchecked. The recent passage of\namong other matters.\nthe television prominence framework in July 2024,\nunder the Communications Legislation Amendment SBS expects to continue to participate in the\n(Prominence and Anti-siphoning) Act 2024, provides ongoing process of the privacy reforms, and any new\na model for how risks to radio prominence can be developments relevant to its broadcasting services\naddressed. and technologies. SBS also continued to engage with\nthe news, media and screen product\n  Source: `annual-reports/2024-25.pages.jsonl`\n\n### Public the International Standard Governance, Performance and for Risk Management, Accountability Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=Public+the+International+Standard+Governance%2C+Performance+and+for+Risk+Management%2C+Accountability+Act+2013\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- uarterly Compliance Report to\nall waste generated by SBS was\nThe SBS Fraud Control Plan the Audit and Risk Committee\nrecovered, diverted from landfill\nwas developed using the which includes details of\nor re-used.\nmethodology outlined in compliance against the Public\nthe International Standard Governance, Performance and\nfor Risk Management, Accountability Act 2013 (PGPA\n(AS ISO 31000:2018). The SBS Act). In addition, a biannual\nFraud Control Plan is reviewed assessment of SBS’s compliance\nbiennially and was most recently status against its Corporate\napproved by the Board in August Compliance Obligations is\n2019. The Bo\n  Source: `annual-reports/2020-21.pages.jsonl`\n\n### These Disclosure (PID) Act 2013\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://www.legislation.gov.au/search?query=These+Disclosure+%28PID%29+Act+2013\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- revenues across the SBS has procedures in place Rule 2014 (Cth) (the fraud rule) Audit and Risk Committee.\nSBS platforms. to identify and report on any as well as the Public Interest There have been no significant\nrelated party transactions. These\nDisclosure (PID) Act 2013. issues reported in relation to non-\nare set out in note 3.3 to the\ncompliance with the PGPA Act.\nSBS Financial Statements (see The SBS Fraud Control Plan\nGovernment revenue in 2019. SBS’s funding for the equity injection funding, taking\npage 122). was develo\n  Source: `annual-reports/2021-22.pages.jsonl`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/announcements-index.html` (page)\n- `pages/annual-reports-index.html` (page)\n- `pages/annual-reports-index__00.html` (page)\n- `pages/annual-reports-index__01.html` (page)\n- `pages/annual-reports-index__02.html` (page)\n- `pages/annual-reports-index__03.html` (page)\n- `pages/annual-reports-index__04.html` (page)\n- `pages/annual-reports-index__05.html` (page)\n- `pages/annual-reports-index__06.html` (page)\n- `pages/annual-reports-index__07.html` (page)\n- `pages/annual-reports-index__08.html` (page)\n- `pages/annual-reports-index__09.html` (page)\n- `pages/annual-reports-index__10.html` (page)\n- `pages/annual-reports-index__11.html` (page)\n- `pages/annual-reports-index__12.html` (page)\n- `pages/annual-reports-index__13.html` (page)\n- `pages/annual-reports-index__14.html` (page)\n- `pages/annual-reports-index__15.html` (page)\n- `pages/contact.html` (page)\n- `pages/corporate-plans-index.html` (page)\n- `pages/corporate-plans-index__16.html` (page)\n- `pages/corporate-plans-index__17.html` (page)\n- `pages/corporate-plans-index__18.html` (page)\n- `pages/corporate-plans-index__19.html` (page)\n- `pages/corporate-plans-index__20.html` (page)\n- `pages/corporate-plans-index__21.html` (page)\n- `pages/corporate-plans-index__22.html` (page)\n- `pages/corporate-plans-index__23.html` (page)\n- `pages/corporate-plans-index__24.html` (page)\n- `pages/corporate-plans-index__25.html` (page)\n- `pages/corporate-plans-index__26.html` (page)\n- `pages/homepage.html` (page)\n- `pages/leadership.html` (page)\n- `pages/media-releases-index.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/strategies-index.html` (page)\n- `pages/strategies-index__27.html` (page)\n- `pages/taskforces-index.html` (page)\n- `annual-reports/2020-21.pages.jsonl` (pdf_pages)\n- `annual-reports/2021-22.pages.jsonl` (pdf_pages)\n- `annual-reports/2022-23.pages.jsonl` (pdf_pages)\n- `annual-reports/2023-24.pages.jsonl` (pdf_pages)\n- `annual-reports/2024-25.pages.jsonl` (pdf_pages)\n- `corporate-plans/2021-22.pages.jsonl` (pdf_pages)\n- `corporate-plans/2022-23.pages.jsonl` (pdf_pages)\n- `corporate-plans/2023-24.pages.jsonl` (pdf_pages)\n- `corporate-plans/2024-25.pages.jsonl` (pdf_pages)\n- `corporate-plans/2025-26.pages.jsonl` (pdf_pages)\n- `other-pdfs/Community-Service-Announcement-How-to-Apply-Information.pages.jsonl` (pdf_pages)\n- `other-pdfs/SBS-Annual-2PP-Flyer-FINAL.pages.jsonl` (pdf_pages)\n- `other-pdfs/SBS-Elevate-RAP-2022-2026_Updates-published-August-2025.pages.jsonl` (pdf_pages)\n- `other-pdfs/sbs_code_of_practice_2021_amended_2022.pages.jsonl` (pdf_pages)\n- `strategies/rap5_progress_report_june_2023.pages.jsonl` (pdf_pages)\n- `strategies/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pages.jsonl` (pdf_pages)\n- `strategies/SBS-MiniAnnuaReport2024-04-11-24-DIGITAL.pages.jsonl` (pdf_pages)\n- `strategies/sbs_elevate_reconciliation_action_plan_june_2022_-_june_2026.pages.jsonl` (pdf_pages)",
  "global_initiatives_md": null,
  "strategy": {
    "reporting_period": "2024-25",
    "corporate_plan_period": "2025-26",
    "vision": null,
    "vision_source_page": null,
    "purposes": "SBS INSPIRES ALL AUSTRALIANS TO EXPLORE, RESPECT AND CELEBRATE OUR DIVERSE WORLD AND IN DOING SO, CONTRIBUTES TO A COHESIVE SOCIETY. [AR p.6]",
    "purposes_source_page": 6,
    "how_we_deliver": "SBS operates across broadcast and online platforms to deliver on our Charter and achieve our purpose. [CP p.3]",
    "how_we_deliver_source_page": 3,
    "government_priorities": [
      {
        "text": "Accelerating language offerings and capabilities to Australia’s multilingual and multicultural communities",
        "source_page": 3
      },
      {
        "text": "Expanding upon First Nations content offering available to all Australians",
        "source_page": 3
      },
      {
        "text": "Delivering trusted news and information and contributing to the national conversation with bold programming",
        "source_page": 3
      },
      {
        "text": "Delivering stories that engage, inform and entertain all Australians, as their needs and consumption habits evolve",
        "source_page": 3
      },
      {
        "text": "Delivering best-in-class user experience for audiences on SBS’s digital platforms to improve audience engagement and loyalty",
        "source_page": 3
      },
      {
        "text": "Managing the transition to a digital audience base by building audience awareness, scale and engagement on digital platforms such as SBS On Demand to ensure continued relevance as audiences increasingly stream online",
        "source_page": 3
      },
      {
        "text": "Maintaining relevance on traditional broadcasting platforms to ensure continued delivery on Charter and Purpose",
        "source_page": 3
      },
      {
        "text": "Continue to invest in Charter-driven content and activities by increasing returns from commercial activities, while continuing to innovate and further improve efficiency of existing operations",
        "source_page": 3
      },
      {
        "text": "Attracting and retaining the best people by ensuring SBS remains a great and inclusive place to work, with higher staff engagement and collaboration to maximise business outcomes",
        "source_page": 3
      },
      {
        "text": "Ensuring emerging technologies can be harnessed effectively to support delivery of SBS’s Charter, Purpose and strategy",
        "source_page": 3
      }
    ],
    "outcomes": [
      {
        "name": "Outcome 1: Distinctive Network",
        "description": "SBS is Australia’s most distinctive and multilingal broadcaster, occupying a unique place in the Australian media market. SBS takes a platform-agnostic approach to content, distributing our world-class offerings across linear television, radio, on demand, and digital channels.",
        "key_activities": [
          "Content creation, acquisition and curation",
          "Content broadcast and distribution",
          "Content commercialisation"
        ],
        "source_page": 20
      },
      {
        "name": "Outcome 2: Audience First",
        "description": "SBS is continuously evolving to serve audiences on contemporary Australia across screen and audio. Consequently, we remain strong advocates of fair regulation to ensure all Australians can easily access our content wherever they choose.",
        "key_activities": [
          "Content creation, acquisition and curation",
          "Content broadcast and distribution"
        ],
        "source_page": 42
      },
      {
        "name": "Outcome 3: Community Impact",
        "description": "SBS works closely with communities in Australia to understand their issues and perspectives, amplify their voices, and tell their stories.",
        "key_activities": [
          "Content creation, acquisition and curation",
          "Content broadcast and distribution"
        ],
        "source_page": 54
      },
      {
        "name": "Outcome 4: Great People; Great Culture",
        "description": "Our people and culture are our competitive advantage.",
        "key_activities": [
          "Content creation, acquisition and curation",
          "Content broadcast and distribution"
        ],
        "source_page": 70
      },
      {
        "name": "Outcome 5: Great Business",
        "description": "Sustainability, world-class operational efficiency and processes, and globally unique partnerships.",
        "key_activities": [
          "Content support activities"
        ],
        "source_page": 80
      }
    ],
    "values": [
      "We are audience obsessed",
      "We embrace difference",
      "We are bold and brave",
      "We engage and participate fully",
      "We look out for one another"
    ],
    "values_framework_name": "SBS Values",
    "kpi_targets_2025_26": [
      {
        "code": "CCE01",
        "measure": "Digital registrations",
        "target": "$178.7m",
        "source_page": 46
      },
      {
        "code": "CCE02",
        "measure": "Average monthly audio podcast downloads",
        "target": "3.82m",
        "source_page": 46
      },
      {
        "code": "CCE03",
        "measure": "Total own source revenue",
        "target": "$178.7m",
        "source_page": 46
      }
    ],
    "kpi_results_2024_25": [
      {
        "code": "CCE01",
        "measure": "Total own source revenue",
        "result": "Target met",
        "status": "Achieved",
        "source_page": 116
      },
      {
        "code": "CCE02",
        "measure": "Average monthly audio podcast downloads",
        "result": "3.86m",
        "status": "Achieved",
        "source_page": 116
      },
      {
        "code": "CCE03",
        "measure": "Digital registrations",
        "result": "13.2m",
        "status": "Achieved",
        "source_page": 116
      }
    ],
    "_source_urls": {
      "annual_report_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf",
      "corporate_plan_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf"
    }
  },
  "ideas": [
    {
      "entity_id": "B-002215",
      "entity_name": "SBS Community Advisory Committee",
      "folder_name": "SBS-Community-Advisory-Committee",
      "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": "[Page 124]\n112244 S B S ANN UAL REP O RT\nContent creation, acquisition and curation\nPerformance FY24 FY24 Target\nDeliverable Source Commentary\ncriterion target actual status\nProviding\nNumber of\nprograms\nhours of TV 34,300 35,962 Target\naligned with\nprogramming hours hours exceeded\nAustralia’s\nbroadcast in CALD\nmulticultural\nsociety and\nperspective Number of\n[SBS 2023-24 hours of locally\nAnnual Report, commissioned\nDistinctive content broadcast Program 1.1, 200 241.5 Target\nNetwork (p22- (first run) on all 2023-24 hours hours exceeded\n53), Appendices linear channels Portfolio Budget\n2-6] except NITV* Statements PBS,\np 550\nBroadcasting in\nlanguages other SBS 2023-24\nNumber of\nthan English Corporate Plan, Target not met due to\nhours of locally\n[SBS Annual p29 100 97.5 Target timing delays in the\ncommissioned\nReport 2023-24, hours hours not met production of Bamay\ncontent broadcast",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "annual-reports/2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/10/SBS_2024_Annual_Report_DIGITAL.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-002215",
      "entity_name": "SBS Community Advisory Committee",
      "folder_name": "SBS-Community-Advisory-Committee",
      "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": "[Page 124]\n112244 S B S ANN UAL REP O RT\nContent creation, acquisition and curation\nPerformance FY24 FY24 Target\nDeliverable Source Commentary\ncriterion target actual status\nProviding\nNumber of\nprograms\nhours of TV 34,300 35,962 Target\naligned with\nprogramming hours hours exceeded\nAustralia’s\nbroadcast in CALD\nmulticultural\nsociety and\nperspective Number of\n[SBS 2023-24 hours of locally\nAnnual Report, commissioned\nDistinctive content broadcast Program 1.1, 200 241.5 Target\nNetwork (p22- (first run) on all 2023-24 hours hours exceeded\n53), Appendices linear channels Portfolio Budget\n2-6] except NITV* Statements PBS,\np 550\nBroadcasting in\nlanguages other SBS 2023-24\nNumber of\nthan English Corporate Plan, Target not met due to\nhours of locally\n[SBS Annual p29 100 97.5 Target timing delays in the\ncommissioned\nReport 2023-24, hours hours not met production of Bamay\ncontent broadcast",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / Parliament / public",
      "source": "annual-reports/2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/10/SBS_2024_Annual_Report_DIGITAL.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability"
      ]
    },
    {
      "entity_id": "B-002215",
      "entity_name": "SBS Community Advisory Committee",
      "folder_name": "SBS-Community-Advisory-Committee",
      "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 SBS Audit and Risk Committee meetings and Directors’ attendance\nThe SBS Audit and Risk The Committee met four times during 2023-24\nCommittee met four times\nduring the year and\nSBS Audit and Risk Meetings Meetings\nconsidered the findings and\nCommittee member eligible attended\nrecommendations of audits\nconducted by both the Australian\nNational Audit Office (ANAO) Peeyush Gupta AM (Chair) 4 4\nand SBS’s internal auditor.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "annual-reports/2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/10/SBS_2024_Annual_Report_DIGITAL.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-002215",
      "entity_name": "SBS Community Advisory Committee",
      "folder_name": "SBS-Community-Advisory-Committee",
      "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 SBS Audit and Risk Committee meetings and Directors’ attendance\nThe SBS Audit and Risk The Committee met four times during 2023-24\nCommittee met four times\nduring the year and\nSBS Audit and Risk Meetings Meetings\nconsidered the findings and\nCommittee member eligible attended\nrecommendations of audits\nconducted by both the Australian\nNational Audit Office (ANAO) Peeyush Gupta AM (Chair) 4 4\nand SBS’s internal auditor.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Executives / assurance teams",
      "source": "annual-reports/2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/10/SBS_2024_Annual_Report_DIGITAL.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-002215",
      "entity_name": "SBS Community Advisory Committee",
      "folder_name": "SBS-Community-Advisory-Committee",
      "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": "Content Broadcast, Technology & Distribution\nFY20-21 FY20-21\nDeliverable Performance Criterion Source Target Actual Commentary\nMaintaining and Population reach – 100% 100% Target met.\nimproving the Digital transmission sites\navailability of SBS’s (including VAST Satellite) Program 1.2,\ndigital transmissions Availability of 2020-21 99.82% 99.94% Target exceeded.\ndigital television Portfolio Budget\nExtending the reach\ntransmission services Statements,\nof SBS’s digital\n(fully managed services)* p 501\nnetwork\nPopulation reach for 97% 97% Target met.\n(Pages 73-77;\nterrestrial services SBS 2020-21\nAppendices 11, 13)\n(excluding satellite) Corporate Plan,\nAvailability of Radio p 23 99.86% 99.98% Target exceeded.\ntransmission services\n(fully managed services)**\nCost-effective Transmission SBS 2020-21 17.5% 16.6% Target exceeded\ndelivery of and Distribution Corporate Plan, (less than 17.5%).",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "B-002215",
      "entity_name": "SBS Community Advisory Committee",
      "folder_name": "SBS-Community-Advisory-Committee",
      "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": "Content Broadcast, Technology & Distribution\nFY20-21 FY20-21\nDeliverable Performance Criterion Source Target Actual Commentary\nMaintaining and Population reach – 100% 100% Target met.\nimproving the Digital transmission sites\navailability of SBS’s (including VAST Satellite) Program 1.2,\ndigital transmissions Availability of 2020-21 99.82% 99.94% Target exceeded.\ndigital television Portfolio Budget\nExtending the reach\ntransmission services Statements,\nof SBS’s digital\n(fully managed services)* p 501\nnetwork\nPopulation reach for 97% 97% Target met.\n(Pages 73-77;\nterrestrial services SBS 2020-21\nAppendices 11, 13)\n(excluding satellite) Corporate Plan,\nAvailability of Radio p 23 99.86% 99.98% Target exceeded.\ntransmission services\n(fully managed services)**\nCost-effective Transmission SBS 2020-21 17.5% 16.6% Target exceeded\ndelivery of and Distribution Corporate Plan, (less than 17.5%).",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / service users",
      "source": "annual-reports/2020-21.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Digital exclusion",
        "Low public trust if feedback is not acted on"
      ]
    },
    {
      "entity_id": "B-002215",
      "entity_name": "SBS Community Advisory Committee",
      "folder_name": "SBS-Community-Advisory-Committee",
      "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": "41 Australian Communications and Media Authority, Australia’s TV Prominence Framework, (March 2025) https://www.acma.gov.au/australias-tv-prominence-framework\n42 Parliament of Australia, Privacy and Other Legislation Amendment Bill 2024, (December 2024).\nhttps://www.aph.gov.au/Parliamentary_Business/Bills_LEGislation/Bills_Search_Results/Result?bId=r7249\n43 Australian Government Office of the Australian Information Commissioner, Inquiry into the Privacy and Other Legislation Amendment Bill 2024 [Provisions] ,\n(October 2024). https://www.oaic.gov.au/engage-with-us/submissions/inquiry-into-the-privacy-and-other-legislation-amendment-bill-2024-provisions\n44 Department of Infrastructure, Transport, Regional Development, Communications and the Arts, Revive: Australia’s Cultural Policy for the Next\nFive Years, (February 2023). https://www.arts.gov.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "corporate-plans/2025-26.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf)",
      "implementation": [
        "Pick one high-volume process or document family.",
        "Name an owner and baseline current volume, time, cost, and satisfaction.",
        "Run a 4-8 week pilot with clear before/after metrics.",
        "Publish lessons and decide whether to scale."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-002215",
      "entity_name": "SBS Community Advisory Committee",
      "folder_name": "SBS-Community-Advisory-Committee",
      "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": "41 Australian Communications and Media Authority, Australia’s TV Prominence Framework, (March 2025) https://www.acma.gov.au/australias-tv-prominence-framework\n42 Parliament of Australia, Privacy and Other Legislation Amendment Bill 2024, (December 2024).\nhttps://www.aph.gov.au/Parliamentary_Business/Bills_LEGislation/Bills_Search_Results/Result?bId=r7249\n43 Australian Government Office of the Australian Information Commissioner, Inquiry into the Privacy and Other Legislation Amendment Bill 2024 [Provisions] ,\n(October 2024). https://www.oaic.gov.au/engage-with-us/submissions/inquiry-into-the-privacy-and-other-legislation-amendment-bill-2024-provisions\n44 Department of Infrastructure, Transport, Regional Development, Communications and the Arts, Revive: Australia’s Cultural Policy for the Next\nFive Years, (February 2023). https://www.arts.gov.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Regulated entities / policy teams",
      "source": "corporate-plans/2025-26.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf)",
      "implementation": [
        "Create a senior responsible owner and cross-functional delivery team.",
        "Map legislation, data, privacy, procurement, cyber, and workforce constraints.",
        "Co-design with users and frontline staff before technology selection.",
        "Stage delivery through pilots, benefits tracking, and public reporting."
      ],
      "risks": [
        "Privacy and data quality",
        "Change fatigue",
        "Unclear accountability",
        "Regulatory capture",
        "Over-automation of judgement"
      ]
    },
    {
      "entity_id": "B-002215",
      "entity_name": "SBS Community Advisory Committee",
      "folder_name": "SBS-Community-Advisory-Committee",
      "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": "Expand upon 11.1 As an extension of SBS’s Cultural Learning June 2023, Review of cultural learning undertaken, In progress\nlearning, Strategy, develop a framework for SBS staff Review annually with development of updated\nDevelopment that establishes learning and development framework in progress, including\nand engagement activities and milestones to move ‘Beyond consultation, for FY25.\nopportunities for Cultural Competence’.\nnon-Indigenous staff. • Conduct a review of cultural learning needs June 2023\nwithin our organisation.\n• Consult local Traditional Owners June 2023\nand/or Aboriginal and Torres Strait Islander\nadvisors on the implementation of a cultural\nlearning strategy.\n• Implement the framework, embed the June 2024\nprogram within the organisation and complete\nan evaluation to measure its impact.\n• Implement engagement with SBS’s RAP as June 2022",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / stakeholders / policy teams",
      "source": "strategies/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Elevate-Reconciliation-Action-Plan-Progress-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": "B-002215",
      "entity_name": "SBS Community Advisory Committee",
      "folder_name": "SBS-Community-Advisory-Committee",
      "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": "Expand upon 11.1 As an extension of SBS’s Cultural Learning June 2023, Review of cultural learning undertaken, In progress\nlearning, Strategy, develop a framework for SBS staff Review annually with development of updated\nDevelopment that establishes learning and development framework in progress, including\nand engagement activities and milestones to move ‘Beyond consultation, for FY25.\nopportunities for Cultural Competence’.\nnon-Indigenous staff. • Conduct a review of cultural learning needs June 2023\nwithin our organisation.\n• Consult local Traditional Owners June 2023\nand/or Aboriginal and Torres Strait Islander\nadvisors on the implementation of a cultural\nlearning strategy.\n• Implement the framework, embed the June 2024\nprogram within the organisation and complete\nan evaluation to measure its impact.\n• Implement engagement with SBS’s RAP as June 2022",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens / stakeholders / policy teams",
      "source": "strategies/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Elevate-Reconciliation-Action-Plan-Progress-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": "B-002215",
      "entity_name": "SBS Community Advisory Committee",
      "folder_name": "SBS-Community-Advisory-Committee",
      "category": "Staff Productivity",
      "scale": "small",
      "title": "Reusable briefing and summary assistant for internal documents",
      "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.",
      "quote": "Provide dedicated RAP updates on internal June 2022-2026 Updates on RAP initiatives and projects In progress\nand transparency communications platforms, deliver quarterly shared regularly through internal\nthrough reporting RAP rundowns at staff events and distribute communication activity, but quarterly\nRAP achievements, information internally on the launch of RAP5 updates at all staff events not delivered\nchallenges and to increase staff uptake of entitlements in FY24.\nlearnings both and initiatives.\ninternally and\nexternally.",
      "impact": "High",
      "effort": "Low",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "strategies/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Elevate-Reconciliation-Action-Plan-Progress-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",
        "Sensitive information leakage",
        "Inconsistent quality of generated drafts"
      ]
    },
    {
      "entity_id": "B-002215",
      "entity_name": "SBS Community Advisory Committee",
      "folder_name": "SBS-Community-Advisory-Committee",
      "category": "Staff Productivity",
      "scale": "large",
      "title": "Department-wide knowledge and briefing platform",
      "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.",
      "quote": "Provide dedicated RAP updates on internal June 2022-2026 Updates on RAP initiatives and projects In progress\nand transparency communications platforms, deliver quarterly shared regularly through internal\nthrough reporting RAP rundowns at staff events and distribute communication activity, but quarterly\nRAP achievements, information internally on the launch of RAP5 updates at all staff events not delivered\nchallenges and to increase staff uptake of entitlements in FY24.\nlearnings both and initiatives.\ninternally and\nexternally.",
      "impact": "Very High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "APS staff / executives",
      "source": "strategies/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Elevate-Reconciliation-Action-Plan-Progress-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",
        "Sensitive information leakage",
        "Inconsistent quality of generated drafts"
      ]
    }
  ],
  "legislation_administered": [],
  "artifacts": [
    {
      "category": "annual-reports",
      "year": "2024-25",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf",
      "file": "annual-reports/2024-25.pdf",
      "bytes": 12504907,
      "link_text": "SBS 2024-25 Annual Report (PDF)"
    },
    {
      "category": "annual-reports",
      "year": "2023-24",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2024/10/SBS_2024_Annual_Report_DIGITAL.pdf",
      "file": "annual-reports/2023-24.pdf",
      "bytes": 19524509,
      "link_text": "SBS 2023-24 Annual Report (PDF)"
    },
    {
      "category": "annual-reports",
      "year": "2022-23",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2023/10/SBS-Mini-Annual-Report_2023_DIGITAL.pdf",
      "file": "annual-reports/2022-23.pdf",
      "bytes": 800720,
      "link_text": "SBS 2022-23 By the numbers"
    },
    {
      "category": "annual-reports",
      "year": "2021-22",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021-2022.pdf",
      "file": "annual-reports/2021-22.pdf",
      "bytes": 7778586,
      "link_text": "SBS 2021-22 Annual Report"
    },
    {
      "category": "annual-reports",
      "year": "2020-21",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2024/08/SBS-Annual-Report_2021.pdf",
      "file": "annual-reports/2020-21.pdf",
      "bytes": 8475075,
      "link_text": "SBS 2020-21 Annual Report"
    },
    {
      "category": "corporate-plans",
      "year": "2025-26",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
      "file": "corporate-plans/2025-26.pdf",
      "bytes": 6464203,
      "link_text": "Corporate Plan 2025-26"
    },
    {
      "category": "corporate-plans",
      "year": "2024-25",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2024/09/SBS-Corporate-Plan-2024-25.pdf",
      "file": "corporate-plans/2024-25.pdf",
      "bytes": 8245808,
      "link_text": "Corporate Plan 2024-25"
    },
    {
      "category": "corporate-plans",
      "year": "2023-24",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2023/09/sbs_corporate_plan_2023.pdf",
      "file": "corporate-plans/2023-24.pdf",
      "bytes": 17289211,
      "link_text": "Corporate Plan 2023-24"
    },
    {
      "category": "corporate-plans",
      "year": "2022-23",
      "url": "https://sbs.com.au/aboutus/wp-content/uploads/sites/sbs.com.au.aboutus/files/sbs_corporate_plan_fy22-23.pdf",
      "file": "corporate-plans/2022-23.pdf",
      "bytes": 4600018,
      "link_text": "Corporate Plan 2022-23"
    },
    {
      "category": "corporate-plans",
      "year": "2021-22",
      "url": "https://sbs.com.au/aboutus/wp-content/uploads/sites/sbs.com.au.aboutus/files/sbs_corporate_plan_fy21-22.pdf",
      "file": "corporate-plans/2021-22.pdf",
      "bytes": 1269362,
      "link_text": "Corporate Plan 2021-22"
    },
    {
      "category": "strategies",
      "year": "2023",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2023/06/sbs_elevate_reconciliation_action_plan_june_2022_-_june_2026.pdf",
      "file": "strategies/sbs_elevate_reconciliation_action_plan_june_2022_-_june_2026.pdf",
      "bytes": 10428157,
      "link_text": "SBS Elevate Reconciliation Action Plan June 2022 - June 2026"
    },
    {
      "category": "strategies",
      "year": "2023",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2023/10/rap5_progress_report_june_2023.pdf",
      "file": "strategies/rap5_progress_report_june_2023.pdf",
      "bytes": 14031123,
      "link_text": "SBS Elevate Reconciliation Action Plan Year One Progress Report (June 2022 - June 2023)"
    },
    {
      "category": "strategies",
      "year": "2023-24",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf",
      "file": "strategies/SBS-Elevate-Reconciliation-Action-Plan-Progress-Report-2023-24.pdf",
      "bytes": 9481495,
      "link_text": "SBS Elevate Reconciliation Action Plan Year Two Progress Report (June 2023 – June 2024)"
    },
    {
      "category": "strategies",
      "year": "2023-24",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2024/11/SBS-MiniAnnuaReport2024-04-11-24-DIGITAL.pdf",
      "file": "strategies/SBS-MiniAnnuaReport2024-04-11-24-DIGITAL.pdf",
      "bytes": 2704418,
      "link_text": "SBS 2023-24 By the numbers (4-page highlight document PDF)"
    },
    {
      "category": "other-pdfs",
      "year": "2025",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Elevate-RAP-2022-2026_Updates-published-August-2025.pdf",
      "file": "other-pdfs/SBS-Elevate-RAP-2022-2026_Updates-published-August-2025.pdf",
      "bytes": 208498,
      "link_text": "SBS Elevate RAP 2022-2026 - Updated deliverables, key metrics and targets"
    },
    {
      "category": "other-pdfs",
      "year": "2023",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2023/04/sbs_code_of_practice_2021_amended_2022.pdf",
      "file": "other-pdfs/sbs_code_of_practice_2021_amended_2022.pdf",
      "bytes": 803090,
      "link_text": "Section 4.3"
    },
    {
      "category": "other-pdfs",
      "year": "2025",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/02/Community-Service-Announcement-How-to-Apply-Information.pdf",
      "file": "other-pdfs/Community-Service-Announcement-How-to-Apply-Information.pdf",
      "bytes": 149669,
      "link_text": "CSA How to Apply Information"
    },
    {
      "category": "other-pdfs",
      "year": "2024-25",
      "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-2PP-Flyer-FINAL.pdf",
      "file": "other-pdfs/SBS-Annual-2PP-Flyer-FINAL.pdf",
      "bytes": 1174110,
      "link_text": "SBS 2024-25 Flyer"
    }
  ],
  "_meta": {
    "snapshot_built_at": "2026-05-13T11:03:03+00:00",
    "strategy_brief_meta": {
      "model": "nova-micro",
      "folder": "SBS-Community-Advisory-Committee",
      "annual_report": {
        "file": "annual-reports\\2024-25.txt",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf",
        "year": "2024-25"
      },
      "corporate_plan": {
        "file": "corporate-plans\\2025-26.txt",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "year": "2025-26"
      },
      "usage": {
        "input_tokens": 37193,
        "output_tokens": 1358,
        "total_tokens": 38551,
        "model": "nova-micro"
      },
      "cost_usd": 0.001491875,
      "elapsed_seconds": 31.5,
      "generated_at": "2026-05-13T04:11:18+00:00"
    },
    "ideas_manifest": {
      "entity_id": "B-002215",
      "entity_name": "SBS Community Advisory Committee",
      "folder_name": "SBS-Community-Advisory-Committee",
      "generated_at": "2026-05-09T23:05:25.698473+00:00",
      "idea_count": 12,
      "markdown": "ideas/SBS-Community-Advisory-Committee_ideas.md",
      "jsonl": "ideas/ideas.jsonl",
      "inputs": [
        "SBS-Community-Advisory-Committee_strategy-overview.md",
        "strategy-evidence.json",
        "global-intelligence/source-manifest.json"
      ]
    },
    "global_intel_meta": null
  }
}