{
  "entity_id": "O-000811",
  "folder": "Special-Broadcasting-Service-Corporation",
  "name": "Special Broadcasting Service Corporation",
  "type": "Corporate Commonwealth Entity",
  "jurisdiction": "Commonwealth",
  "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts",
  "website": "http://www.sbs.com.au/",
  "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": true,
    "has_global_initiatives_text": true,
    "has_ideas": true,
    "has_artifacts": true,
    "n_ideas": 8,
    "n_legislation": 2,
    "n_artifacts": 10,
    "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": "http://www.sbs.com.au/",
    "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": "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": "Strategic Goals",
        "url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2024/09/SBS-Corporate-Plan-2024-25.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "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"
      },
      {
        "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"
      }
    ],
    "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": 20,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=20"
      },
      {
        "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": 20,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=20"
      },
      {
        "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": 20,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=20"
      },
      {
        "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": 20,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=20"
      },
      {
        "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": 20,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=20"
      },
      {
        "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": 20,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=20"
      },
      {
        "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": 20,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=20"
      },
      {
        "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": 20,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=20"
      },
      {
        "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": 20,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=20"
      },
      {
        "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": 20,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=20"
      },
      {
        "title": "Maintaining a strong leadership position within the media and corporate industry on sustainability",
        "description": "Maintaining a strong leadership position within the media and corporate industry on sustainability",
        "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"
      }
    ],
    "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": "For 50 years, SBS has held a unique place in our nation’s media landscape, telling award-winning stories about, with and for a diverse and contemporary Australia so everyone can see themselves reflected – wherever they live, whatever language they use, and however they watch, read or listen.",
        "activities": [
          "Content creation, acquisition and curation",
          "Content broadcast and distribution",
          "Content support activities"
        ],
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 21,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21"
      },
      {
        "name": "Outcome 2: Audience First",
        "description": "SBS continues to serve audiences with world-class content on all platforms, when and how they want to experience it.",
        "activities": [
          "Content creation, acquisition and curation",
          "Content broadcast and distribution",
          "Content support activities"
        ],
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 21,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21"
      },
      {
        "name": "Outcome 3: Community Impact",
        "description": "Working 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",
          "Content support activities"
        ],
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 21,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21"
      },
      {
        "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",
          "Content support activities"
        ],
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 21,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21"
      },
      {
        "name": "Outcome 5: Great Business",
        "description": "Sustainability, world-class operational efficiency and processes, and globally unique partnerships.",
        "activities": [
          "Content creation, acquisition and curation",
          "Content broadcast and distribution",
          "Content support activities"
        ],
        "source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf",
        "source_page": 21,
        "source_deep_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21"
      }
    ],
    "performance_measures": [
      {
        "code": "CCE01",
        "measure": "Digital registrations",
        "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": 48,
        "result_source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf",
        "result_source_page": 118
      },
      {
        "code": "CCE02",
        "measure": "Average monthly audio podcast downloads",
        "target": "3.82m",
        "latest_result": "4.4m",
        "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": 48,
        "result_source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf",
        "result_source_page": 118
      },
      {
        "code": "CCE03",
        "measure": "Total own source revenue",
        "target": "$178.7m",
        "latest_result": "$178.7m",
        "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": 48,
        "result_source_url": "https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf",
        "result_source_page": 118
      }
    ],
    "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": "# Special Broadcasting Service Corporation — 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 is audience obsessed and what inspires them. We make decisions with our audiences in mind. We build partnerships with the community. [AR p.19](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf#page=19) [[CP p.19](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=19)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=19)]\n\n## Government priorities for this department\n\n- Accelerating language offerings and capabilities to Australia’s multilingual and multicultural communities [[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- Expanding upon First Nations content offering available to all Australians [[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- Delivering trusted news and information and contributing to the national conversation with bold programming [[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- Delivering stories that engage, inform and entertain all Australians, as their needs and consumption habits evolve [[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- Delivering best-in-class user experience for audiences on SBS’s digital platforms to improve audience engagement and loyalty [[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- 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.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- Maintaining relevance on traditional broadcasting platforms to ensure continued delivery on Charter and Purpose [[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- 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.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- 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.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- Ensuring emerging technologies can be harnessed effectively to support delivery of SBS’s Charter, Purpose and strategy [[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- Maintaining a strong leadership position within the media and corporate industry on sustainability [[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## Outcomes\n\n### Outcome 1: Distinctive Network\nFor 50 years, SBS has held a unique place in our nation’s media landscape, telling award-winning stories about, with and for a diverse and contemporary Australia so everyone can see themselves reflected – wherever they live, whatever language they use, and however they watch, read or listen. [[CP p.21](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21)]\n\n**Key activities:**\n- Content creation, acquisition and curation\n- Content broadcast and distribution\n- Content support activities\n\n### Outcome 2: Audience First\nSBS continues to serve audiences with world-class content on all platforms, when and how they want to experience it. [[CP p.21](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21)]\n\n**Key activities:**\n- Content creation, acquisition and curation\n- Content broadcast and distribution\n- Content support activities\n\n### Outcome 3: Community Impact\nWorking closely with communities in Australia to understand their issues and perspectives, amplify their voices, and tell their stories. [[CP p.21](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21)]\n\n**Key activities:**\n- Content creation, acquisition and curation\n- Content broadcast and distribution\n- Content support activities\n\n### Outcome 4: Great People; Great Culture\nOur people and culture are our competitive advantage. [[CP p.21](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21)]\n\n**Key activities:**\n- Content creation, acquisition and curation\n- Content broadcast and distribution\n- Content support activities\n\n### Outcome 5: Great Business\nSustainability, world-class operational efficiency and processes, and globally unique partnerships. [[CP p.21](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=21)]\n\n**Key activities:**\n- Content creation, acquisition and curation\n- Content broadcast and distribution\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.48](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=48)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=48) |\n| CCE02 | Average monthly audio podcast downloads | 3.82m | [CP p.48](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=48)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=48) |\n| CCE03 | Total own source revenue | $178.7m | [CP p.48](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=48)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf#page=48) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Digital registrations | 13.2m | Achieved | [AR p.118](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf#page=118)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf#page=118) |\n| CCE02 | Average monthly audio podcast downloads | 4.4m | Achieved | [AR p.118](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf#page=118)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf#page=118) |\n| CCE03 | Total own source revenue | $178.7m | Achieved | [AR p.118](https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf#page=118)(https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf#page=118) |",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Special Broadcasting Service Corporation - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:01:33.465097+00:00\n**Entity ID**: O-000811\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.sbs.com.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 2 |\n| corporate-plans | 2 |\n| global-intelligence | 3 |\n| other-pdfs | 2 |\n| pages | 14 |\n| strategies | 4 |\n\n## Executive Readout\n\n### Purpose\n\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- [Page 3]\nC O N T E N T S OO PP EE NN II NN GG SS TT AA TT EE MM EE NN TT\n(( SS TT AA TT EE MM EE NN TT OO FF PP RR EE PP AA RR AA TT II OO NN ))\nOur Purpose 6 I, George Savvides, as the head of the accountable authority of the Special Broadcasting Service\nCorporation, present the 2024-25 SBS Corporate Plan for the reporting period 2024-25 (FY25) to\n1.\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- OUR CHARTER\nThe principal function of SBS is to provide multilingual and multicultural broadcasting and\ndigital 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\nso, contributes to a cohesive society\nGreat People, Deliver outstanding employee experiences, while\nGreat Culture growing diversity on and off screen\nPromote distinctiveness via commissioning and\nDistinctive Network acquisition of original content including First Nations,\nin-language, news and the FIFA World Cup 26TM\nDeliver positive impact to communities and\nCommunity Impact enhance our essential services role in supporting\nsocial cohesion\nContinue to lead and innovate at the forefront of\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- [pages 50,51]\ncautious SBS takes a SBS takes a higher SBS takes a bold\ntowards risk risk as possible approach towards balanced approach level of risk for approach towards\ntaking risk taking towards risk taking increased benefit taking risk as it is\nconsidered core\nto SBS’s strategy\nand purpose\nPreferred risk Those risks Preference to avoid There is no Preference to Risk is accepted\ntreatment that cannot be risk or transfer it preference, and accept or reduce as much as the\napproach effectively treated to an outside party the risk treatment risk through Charter/Act permits\nor transferred or use secondary will be considered internal measures\nare avoided mechanisms depending on\nthe context and\nbenefit to SBS\n4 8 | S B S CO R P O R AT E P L A N 2 0 2 5 - 2 6 S B S CO R P O R AT E P L A N 2 0 2 5 - 2 6 | 4 9\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\n### Role and Functions\n\n- OUR CHARTER\nThe principal function of SBS is to provide multilingual and multicultural broadcasting and\ndigital 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\nso, contributes to a cohesive society\nGreat People, Deliver outstanding employee experiences, while\nGreat Culture growing diversity on and off screen\nPromote distinctiveness via commissioning and\nDistinctive Network acquisition of original content including First Nations,\nin-language, news and the FIFA World Cup 26TM\nDeliver positive impact to communities and\nCommunity Impact enhance our essential services role in supporting\nsocial cohesion\nContinue to lead and innovate at the forefront of\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- Appendices\n36\nAppendix 1: The SBS Charter 37\nAppendix 2: Role and Duty of the SBS Board 37\nAppendix 3: Community Consultation Measures 38\nAppendix 4: The SBS Network 39\nAppendix 5: Cooperation with other bodies 42\nAppendix 6: Alignment of Performance Measures 48\nAppendix 7: SBS Risk Management Framework and Risk Appetite 49\nAppendix 8: References 51\n4 SBS Corporate Plan 2024-25 SBS Corporate Plan 2024-25 5\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- FY26 Operating Plan 18\n04 Performance Measures 26\n05 Financial Information 30\n06 Risk Management 32\n07 Appendices 34\nAppendix 1: The SBS Charter 35\nAppendix 2: Role and Duty of the SBS Board 35\nAppendix 3: Community Consultation Measures 36\nAppendix 4: The SBS Network 37\nAppendix 5: Cooperation with other bodies 40\nAppendix 6: Alignment of Performance Measures 46\nAppendix 7: SBS Risk Management Framework and Risk Appetite 47\nAppendix 8: References 49\nCover: Karla Grant, Executive Producer and host of Living Black\nS B S CO R P O R AT E P L A N 2 0 2 5 - 2 6 | 1\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- [Page 18]\n1188 S B S ANN UAL REP 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.\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- Identifies as having Identifies\na culturally diverse as a person\nAs Australia’s multicultural and\nFirst Nations broadcaster, SBS background of colour\nhas a responsibility to our\naudiences, communities and 63.1% 25.8%\nemployees to ensure that our\nworkplace reflects the rich diversity of SBS employees34 of SBS employees34\nof communities we serve, and\nthat our culture exemplifies our 88.9% 44.4%\npurpose of contributing to an\ninclusive and cohesive society. of SBS Board35 of SBS Board35\nSBS actively recruits people from\ndiverse backgrounds and with\n56.5% 22.1%\na range of lived experiences.\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 Charter setting out the\nfunctions of the Audit and Risk\nCommittee can be found on\nthe SBS website at www.sbs.\ncom.au/aboutus/wp-content/\nuploads/2024/08/ARC-\nCharter-30-April-2024.pdf\nRemuneration Committee SBS Remuneration Committee meetings and Directors’ attendance\nThe SBS Remuneration The Committee met two times during 2023-24\nCommittee oversees the SBS\npolicies for remuneration of\nSBS Remuneration Meetings Meetings\nthe Managing Director and the\nCommittee member eligible attended\nSBS Executive.\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\n### Strategic Priorities\n\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- [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\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 127]\nANN UAL PERFO RMAN CE S TATEMENT 2023-24 127\nContent commercialisation\nPerformance FY24 FY24 Target\nDeliverable Source Commentary\ncriterion target actual status\nCommercialisation\nof content to Total own SBS 2023-24\nTarget\nsupport delivery source revenue Corporate Plan, $150.6m $159.5m\nexceeded\nof Charter - ($ millions) p 30\nfocused content\nSBS’s commercial activities include SBS Media Sales, SBS In-Language translation services, and\nSBS’s Distribution and Inclusion training and consultancy activities.\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- Content Creation, Acquisition and Curation\nPerformance FY25 FY25 Target\nDeliverable Criterion Source Target Actual Status Commentary\nNumber of hours of TV\n34,300 34,922 Target\nProviding programs programming broadcast in\nhours hours exceeded\naligned with Australia’s CALD\nmulticultural society\nNumber of hours of locally Program\nand perspective [SBS\ncommissioned content 1.1, 2024-25 200.5 Target\n2024-25 Annual Report, 180 hours\nbroadcast (first run) on all Portfolio hours exceeded\nDistinctive Network\nlinear channels except NITV* Budget\n(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- [Page 120]\nANNUAL PERFORMANCE\nSTATEMENT 2024-25\nContent Broadcast, Technology & Distribution\nPerformance FY25 FY25 Target\nDeliverable Criterion Source Target Actual Status Commentary\nPopulation reach - digital\nTarget\ntransmission sites 100.00% 100.00%\nmet\n(including VAST Satellite)\nMaintaining and\nimproving the Availability of digital\navailability of SBS’s television transmission Program 1.2, 2024- Target\n99.82% 99.95%\ndigital transmissions services (fully managed 25 Portfolio Budget exceeded\nExtending the reach of services)* Statements, p.\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 121]\nANNUAL PERFORMANCE STATEMENT 2024-25\nANNUAL PERFORMANCE\nSTATEMENT 2024-25\nContent Broadcast, Technology & Distribution\nPerformance FY25 FY25 Target\nDeliverable Criterion Source Target Actual Status Commentary\nCommercialisation of Total own source revenue SBS 2024-25 $157.0m $161.2m91 Target\ncontent to support ($ millions) Corporate Plan, exceeded\ndelivery of Charter p.\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- Over the past 12 months, SBS’s commercial activities maintained their\npremium position in the free-to-air advertising market. (For more examples and\ninformation, see pages 80-83.)\nContent Broadcast, Technology & Distribution\nPerformance FY25 FY25 Target\nDeliverable Criterion Source Target Actual Status Commentary\nEffective and efficient Content support activities SBS 2024-25 <=10% 10%92 Target\nsupport of core - share of total operating Corporate Plan, met\ncontent and content expense (%, including p.\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- [pages 21,22,23,24]\njob noticeboards including via Career Trackers .\n• Two candidates have completed the Observership board observation program during the On track\nreporting period, with another two enrolled for the next iteration .\n• The Managing Director owns this deliverable and collaborates with the Director of Indigenous\nContent to select candidates .\n• First Nations rate of staff turnover: 26.3% Delayed\n• Non-Indigenous rate of staff turnover: 18%\n• Difference: -8.3%\n• This difference has been noted at director level and is being actively mitigated by a First Nations\nemployment strategy led by the Directors of P&C and Indigenous Content.\n• Exit interviews are offered to 100% departing First Nations staff (via an external provider and/or On track\nSBS staff and executive as the staff member prefers) .\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- 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\n## KPIs, Targets, and Where They Are At\n\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- 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- Audiences and Media Landscape\naged 0-14 years.20\n2.4.1 Video\nThe July 2025 Closing the Gap Report by the\nAustralian viewing habits continue to shift towards\nProductivity Commission, which measures the\ndigital, on-demand and short-form content, even\neffectiveness of policies and programs aimed at\nas broadcast TV and radio remain more resilient than\nimproving the health, education, and economic well-\npreviously forecast.\nbeing of Aboriginal and Torres Strait Islander peoples,\nrevealed improvements on 10 of the 19 socio-economic This is reflected in significant market penetration\nmeasures.21 However, only 4 of the measures were of online streaming, with household penetration of\ndetermined to be on track toward their 2031 targets. subscription video on demand (SVOD) services having\nNotably, four measures related to children, criminal grown from 43% in 2018 to 80% in 2024 (Figure 2).22\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- 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- 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.\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- Greenhouse Gas emissions for Scope 1, 2 and 3 to Supported by $5.9 million in Federal Government\nNet Zero by 2045, as well as meet our near-term funding to develop a detailed business case, the\ntarget of a 42% reduction by 2030 (vs.\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\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\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| $64 billion, 64 billion | See more\nNews Podcasts\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\n06:41\nHealing through art : Stories of First Nations people who have experienced incarceration\nIndigenous\nSKIP ADVERTISEMENT\nSBS News\nGet the l | `pages/news-latest.html (http://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 (http://www.sbs.com.au/news)` |\n| $5.9 million, 5.9 million | [Page 118]\nANNUAL PERFORMANCE\nSTATEMENT 2024-25\n• The Government’s $5.9 million funding enabled Despite its evolving operating context in 2024-25,\nSBS to start developing a business case and SBS was successful in delivering more content,\nfind a site for a Western Sydney Production increasing consumption and growing commercial\nHub.90 This hub, if funded by the Australian revenue to reinvest in content. | `annual-reports/2024-25.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf)` |\n| 2 BILLION, 180 MILLION, 38 MILLION, 19 MILLION, 13 MILLION, 4 MILLION | [pages 1,2]\n[Page 1]\nANNUAL REPORT 2025\nIN BRIEF\n2 BILLION 15,000 HOURS\nvideo views across third-party of content available at any\nplatforms time on SBS On Demand\n180 MILLION HOURS 8,000 HOURS\nof content watched on of accessible content\nSBS On Demand (audio description, closed\ncaptions, subtitling)\n38 MILLION\n83%\npodcast episodes downloaded\nemployee engagement score\n19 MILLION HOURS\n– SBS’s highest ever\nof First Nations content\n68 COMMUNITY EVENT | `other-pdfs/SBS-Annual-2PP-Flyer-FINAL.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-2PP-Flyer-FINAL.pdf)` |\n| $5.9 million, 5.9 million | Greenhouse Gas emissions for Scope 1, 2 and 3 to Supported by $5.9 million in Federal Government\nNet Zero by 2045, as well as meet our near-term funding to develop a detailed business case, the\ntarget of a 42% reduction by 2030 (vs. | `corporate-plans/2025-26.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf)` |\n| $150.6m, $159.5m | [Page 127]\nANN UAL PERFO RMAN CE S TATEMENT 2023-24 127\nContent commercialisation\nPerformance FY24 FY24 Target\nDeliverable Source Commentary\ncriterion target actual status\nCommercialisation\nof content to Total own SBS 2023-24\nTarget\nsupport delivery source revenue Corporate Plan, $150.6m $159.5m\nexceeded\nof Charter - ($ millions) p 30\nfocused content\nSBS’s commercial activities include SBS Media Sales, SBS In-Language translation services, and\nSB | `annual-reports/2023-24.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2024/10/SBS_2024_Annual_Report_DIGITAL.pdf)` |\n| $157.0m, $161.2m | [Page 121]\nANNUAL PERFORMANCE STATEMENT 2024-25\nANNUAL PERFORMANCE\nSTATEMENT 2024-25\nContent Broadcast, Technology & Distribution\nPerformance FY25 FY25 Target\nDeliverable Criterion Source Target Actual Status Commentary\nCommercialisation of Total own source revenue SBS 2024-25 $157.0m $161.2m91 Target\ncontent to support ($ millions) Corporate Plan, exceeded\ndelivery of Charter p. | `annual-reports/2024-25.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf)` |\n| 10% | Over the past 12 months, SBS’s commercial activities maintained their\npremium position in the free-to-air advertising market. (For more examples and\ninformation, see pages 80-83.)\nContent Broadcast, Technology & Distribution\nPerformance FY25 FY25 Target\nDeliverable Criterion Source Target Actual Status Commentary\nEffective and efficient Content support activities SBS 2024-25 <=10% 10%92 Target\nsupport of core - share of total operating Corporate | `annual-reports/2024-25.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/10/SBS-Annual-Report_2025_Book.pdf)` |\n| $5.9 million, 5.9 million | Greenhouse Gas emissions for Scope 1, 2 and 3 to Supported by $5.9 million in Federal Government\nNet Zero by 2045, as well as meet our near-term funding to develop a detailed business case, the\ntarget of a 42% reduction by 2030 (vs. | `corporate-plans/2025-26.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.pdf)` |\n| $178m, $178.7m | FY26 target changed from\n$178m to $178.7m\n4 6 \\| S B S CO R P O R AT E P L A N 2 0 2 5 - 2 6 S B S CO R P O R AT E P L A N 2 0 2 5 - 2 6 \\| 4 7 | `corporate-plans/2025-26.pdf (https://www.sbs.com.au/aboutus/wp-content/uploads/2025/08/SBS-Corporate-Plan-2025-26.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- [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- 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- They\nrespondents reported encountering misinformation\ndelivered a customer satisfaction score of 87%\nor disinformation in the past, compared to 55% of\n(above the industry benchmark of 84%), with 71% of\nAustralians as a whole.44\naudience enquiries resolved with just one response.46\nConsistent with the findings of the Digital News\nSBS also implemented new processes for increased\nReport Australia 2025, our tracking continues to\nefficiencies and enhanced customer satisfaction.\nshow SBS remains, along with the ABC, one of the\nCustomers can now update their email addresses\nmost trusted news brands in Australia, and is growing\nwithout having to contact the customer service team,\nin trust nationally.\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- Among the multilingual and multiplatform coverage\nIn May 2025, SBS marked a powerful milestone: in 60 languages delivered through SBS Audio, a\nthe 25th anniversary of the iconic Sydney special Australia Explained podcast and feature\nHarbour Bridge Walk, where 250,000 people article exploring the history and lasting impact of\nunited for Corroboree 2000 in the largest public The Stolen Generations was published ahead of\ndemonstration of support for reconciliation in National Sorry Day on 26 May.\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- SBS is pleased\nThe report focuses on our achievements over\nstandards of governance and our commitment to be making significant progress\nthe 12-months between July 2023 and June\nto accountability and transparency in sharing\n2024, and highlights SBS’s progress towards across our commitments, as this\nour progress.\ntransformational change across Reconciliation report outlines.\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\n## Key Issues, Risks, and Recommendations\n\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- The Charter setting out the\nfunctions of the Audit and Risk\nCommittee can be found on\nthe SBS website at www.sbs.\ncom.au/aboutus/wp-content/\nuploads/2024/08/ARC-\nCharter-30-April-2024.pdf\nRemuneration Committee SBS Remuneration Committee meetings and Directors’ attendance\nThe SBS Remuneration The Committee met two times during 2023-24\nCommittee oversees the SBS\npolicies for remuneration of\nSBS Remuneration Meetings Meetings\nthe Managing Director and the\nCommittee member eligible attended\nSBS Executive.\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- Anika Wells MP\nSBS Board\nChair\nGeorge Savvides AM\nDirectors Vic Alhadeff OAM Dr Nicolas Pappas AM\nCommunity\nChristine Zeitz Aaron Fa’Aoso Katrina Rathie\nAdvisory\nJames Taylor Peeyush Gupta AM** Cassandra Wilkinson OAM\nCommittee\n(Managing Director) Dr Andrew Lu AM\nAudit and Risk Codes Review Remuneration Chair\nCommittee Committee Committee\nVic Alhadeff\nChair Chair Chair OAM\nCassandra Wilkinson Katrina Rathie Christine Zeitz\nOAM*\nPeeyush Gupta AM**\nSBS Executive Committee\nSBS\nOmbudsman\nManaging Director\nAmy Stockwell\nJames Taylor\nDirector, Director, General Chief Director, Director,\nPeople & First Nations Counsel Technology Television Audio &\nCulture Officer Language\nTanya Theo Kathryn\nContent\nStig Bell Denning- Dorizac Darren Fink\nOrman Farnham David Hua\nChief Director, Chief Director, Director, Director,\nFinancial Corporate Marketing & SBS Media News & Corporate\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- SBS Audit and Risk Committee position Meetings eligible Meetings attended\nCommittee member\nCassandra Wilkinson OAM Chair 4 3\nChristine Zeitz Member 3 3\nVic Alhadeff OAM Member 3 3\nPeeyush Gupta AM Member 4 4\nNicholas Pappas AM* Member 2 2\n*Term commenced December 2024\nBoard members do not receive an additional fee for membership of the Audit and\nRisk Committee, nor any other SBS Board standing committee.\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 38]\nAPPENDICES\n• The Audit and Risk Committee provides independent Appendix 3: Community Consultation\nassistance to the SBS Board in discharging its Measures\nresponsibilities to ensure the Corporation has\nUnder section 50 of the SBS Act, the Board must\nadopted sound and robust policies and procedures\nestablish a Community Advisory Committee to assist\nin respect of risk oversight, internal control systems,\nthe Board to fulfil our duty under paragraph 10(1)(g).\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- [pages 15,16,17,18]\non a range of issues including deaths in On track\ncustody, criminal proceedings, racism, violence, and activism .\n• Legal has prepared a training program dedicated to covering court proceedings involving\nFirst Nations peoples .\n• Lawyers take part in regular project steering committees including the Road to Referendum\nproject and January 26.\n• Legal has run training sessions (formal and informal) and ongoing advice to all news and\ncontent teams on managing risk of reporting and coverage .\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- The framework, found in Appendix 7: SBS Risk The SBS Audit and Risk Committee receives reports\nManagement Framework and Risk Appetite, is on management of the identified top risks, with risk\ndesigned to manage risk with assurance that risks identification allowing refocusing of resources to\nare managed within the risk appetite established by address key issues.\nthe SBS Board.\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- In 2024\nSydney at top tier global law firm Cassandra was awarded a Medal of\nKing & Wood Mallesons (2014-2021), the Order of Australia for service to\nwhere she was an equity partner broadcast media and the community.\nfor 25 years, and Sector Leader Cassandra is the Chair of the Audit\nof the Media and Entertainment and Risk Committee and is a member\nPractice.\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 108]\nSBS BOARD COMMITTEES\nAudit and Risk Committee\nThe SBS Audit and Risk Committee considered the findings and\nrecommendations of audits conducted by both the Australian National Audit\nOffice (ANAO) and SBS’s internal auditor.\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- The Charter setting out the functions of the Audit and Risk Committee can\nbe found on the SBS website at www.sbs.com.au/aboutus/wp-content/\nuploads/2025/05/ARC-Charter-30-April-2025.pdf.\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- Appendices\n36\nAppendix 1: The SBS Charter 37\nAppendix 2: Role and Duty of the SBS Board 37\nAppendix 3: Community Consultation Measures 38\nAppendix 4: The SBS Network 39\nAppendix 5: Cooperation with other bodies 42\nAppendix 6: Alignment of Performance Measures 48\nAppendix 7: SBS Risk Management Framework and Risk Appetite 49\nAppendix 8: References 51\n4 SBS Corporate Plan 2024-25 SBS Corporate Plan 2024-25 5\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- The SBS Audit and Risk Committee receives reports on management of the identified top risks,\nwith risk identification allowing refocusing of resources to address key issues.\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## Corporate Values and Operating Culture\n\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- News\nLanguages\nIndigenous\nAudio\nTV & Radio Guide\nFood\nSport\nMore\nMore from SBS:\nVoices\nTeaching Resources\nAustralia Explained\nGet in touch:\nHelp Centre\nAbout SBS\nSBS Newsletter\nFollow SBS\nYoutube\nFacebook\nInstagram\nTwitter\nLinkedin\nDiscover your world of SBS\nSign in or create an account\nSign-in\nor\nCreate Account\nSearch\nStream free online, anytime\nHome\nWho we are\nSBS leadership team\nSBS commissioning team\nSBS board of directors\nOur History\nHow we operate\nOverview\nSBS Charter\nOur values\nDiversity & inclusion\nReconciliation Action Plan\nSBS Act\nPolicies & guidelines\nTransparency & accountability\nSBS corporate plan\nSBS annual report\nSustainability\nCommunity engagement\nFirst Nations communities\nSBS production hub in Western Sydney\nCultural celebrations\nCommunity advisory committee\nStakeholders & partnerships\nCommunity service announcements\nSBS Learn teacher resources\nWork with SBS\n  Source: `pages/annual-reports-index__00.html (https://www.sbs.com.au/aboutus/2025/10/31/sbs-2024-25-annual-report/)`\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- OUR CHARTER\nThe principal function of SBS is to provide multilingual and multicultural broadcasting and\ndigital 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\nso, contributes to a cohesive society\nGreat People, Deliver outstanding employee experiences, while\nGreat Culture growing diversity on and off screen\nPromote distinctiveness via commissioning and\nDistinctive Network acquisition of original content including First Nations,\nin-language, news and the FIFA World Cup 26TM\nDeliver positive impact to communities and\nCommunity Impact enhance our essential services role in supporting\nsocial cohesion\nContinue to lead and innovate at the forefront of\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- Key Activities 8 2027-28 (FY28) as required under paragraph 35(1)(b) of the Public Governance, Performance and\nAccountability Act 2013 and under section 48 of the Special Broadcasting Service Act 1991.\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 3]\nOPENING\nSTATEMENT\n(Statement of Preparation)\nI, George Savvides, as the head of the accountable\nauthority of the Special Broadcasting Service Corporation,\npresent the 2025-26 SBS Corporate Plan for the reporting\nperiod 2025-26 (FY26) to 2028-29 (FY29) as required under\nparagraph 35(1)(b) of the Public Governance, Performance\nand Accountability Act 2013 and under section 48 of the\nSpecial Broadcasting Service Act 1991.\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- [Page 122]\n112222 S B S ANN UAL REP O RT\nAnnual Performance\nStatement 2023-24\nI, Mr George Savvides AM, as a member of the accountable authority of the Special Broadcasting Service\n(SBS), present the 2023-24 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).\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\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/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/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/annual-reports-index.html` - pages - https://www.sbs.com.au/aboutus/reports?publication_type=Annual+Reports\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/corporate-plans-index.html` - pages - https://www.sbs.com.au/aboutus/reports?publication_type=Corporate+Plan\n- `pages/corporate-plans-index__02.html` - pages - https://www.sbs.com.au/aboutus/2025/08/29/corporate-plan-2025-26/\n- `pages/homepage.html` - pages - http://www.sbs.com.au/\n- `pages/inquiries-index.html` - pages - http://www.sbs.com.au/news/article/racism-in-childrens-protective-systems-must-face-in-depth-scrutiny-inquiry-told/cdj71wvb5\n- `pages/inquiries-index__05.html` - pages - https://www.sbs.com.au/news/article/racism-in-childrens-protective-systems-must-face-in-depth-scrutiny-inquiry-told/cdj71wvb5\n- `pages/inquiries-index__06.html` - pages - http://www.sbs.com.au/news/article/racism-in-childrens-protective-systems-must-face-in-depth-scrutiny-inquiry-told/cdj71wvb5\n- `pages/news-latest.html` - pages - http://www.sbs.com.au/news\n- `pages/strategies-index.html` - pages - https://www.sbs.com.au/aboutus/sbs-guiding-principles-for-use-of-ai/\n- `pages/strategies-index__03.html` - pages - https://www.sbs.com.au/aboutus/how-we-operate/reconciliation-action-plan/\n- `pages/strategies-index__04.html` - pages - https://www.sbs.com.au/aboutus/wp-content/uploads/2024/09/SBS-Corporate-Plan-2024-25.pdf\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/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/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 major source gaps detected by the deterministic checks.",
  "legislation_md": "# Special Broadcasting Service Corporation — Legislation Administered\n\n**Generated**: 2026-05-13T03:45:33+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 28,559 in / 244 out  ·  cost: $0.00103\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2025-26.txt`\n\n## 2 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Special Broadcasting Service Act 1991](https://www.legislation.gov.au/search?query=Special%20Broadcasting%20Service%20Act%201991) | 1991 | Act | The entity administers this Act to fulfill its purpose of providing multilingual and multicultural broadcasting services. |\n| [Broadcasting Services (Multilingual and Multicultural Services) Regulations 1992](https://www.legislation.gov.au/search?query=Broadcasting%20Services%20%28Multilingual%20and%20Multicultural%20Services%29%20Regulations%201992) | 1992 | Regulation | Regulations made under the Special Broadcasting Service Act 1991 to implement its provisions. |",
  "global_initiatives_md": "# Special Broadcasting Service Corporation — Global Initiatives Catalogue\n\n## Focus areas\n- Content creation, acquisition and curation\n- Content broadcast and distribution\n- Content commercialisation\n- Content support activities\n\n## Content creation, acquisition and curation\n\n### Media Diversity Index\n**Jurisdiction**: United States\n**Run by**: Federal Communications Commission (FCC)\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: The Media Diversity Index is a tool designed to measure the diversity of media ownership in the United States. It quantifies the diversity of media markets by evaluating the number and type of media outlets owned by different entities.\n**Why it matters to Australia**: This initiative provides a framework for assessing media ownership diversity, which could inform Australia's approach to ensuring a diverse media landscape and preventing monopolistic control.\n**Find more**: [Media Diversity Index](https://www.google.com/search?q=Media+Diversity+Index+FCC)\n\n### Public Service Broadcasting Review\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Digital, Culture, Media and Sport (DCMS)\n**Year**: 2017\n**Status**: Active\n**What it does (2–3 sentences)**: The Public Service Broadcasting Review assesses the role and future of public service broadcasting in the UK, focusing on the value and funding of BBC and other public service broadcasters.\n**Why it matters to Australia**: This review could provide insights into the sustainability and funding models for public broadcasters, which could be relevant for SBS's funding and operational strategies.\n**Find more**: [Public Service Broadcasting Review](https://www.google.com/search?q=Public+Service+Broadcasting+Review+DCMS)\n\n### Diversity in Media Program\n**Jurisdiction**: Canada\n**Run by**: Canadian Radio-television and Telecommunications Commission (CRTC)\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The Diversity in Media Program aims to promote and support diverse voices and perspectives in Canadian media, including through funding and policy initiatives.\n**Why it matters to Australia**: This program could offer models for promoting cultural diversity and representation in media content, which aligns with SBS's mission.\n**Find more**: [Diversity in Media Program](https://www.google.com/search?q=Diversity+in+Media+Program+CRTC)\n\n### Media Ownership Monitor\n**Jurisdiction**: European Union\n**Run by**: European Audiovisual Observatory\n**Year**: 1997\n**Status**: Active\n**What it does (2–3 sentences)**: The Media Ownership Monitor tracks media ownership trends across Europe, providing data and analysis to promote media pluralism and diversity.\n**Why it matters to Australia**: This initiative offers a comprehensive view of media ownership trends in Europe, which could inform Australia's strategies for maintaining a diverse and competitive media landscape.\n**Find more**: [Media Ownership Monitor](https://www.google.com/search?q=Media+Ownership+Monitor+European+Audiovisual+Observatory)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*\n\n## Content broadcast and distribution\n\n### Global Media and Information Literacy (MIL) Atlas\n**Jurisdiction**: UNESCO\n**Run by**: UNESCO\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The Global Media and Information Literacy (MIL) Atlas assesses the state of MIL across countries, providing insights into policies, programs, and challenges related to media literacy.\n**Why it matters to Australia**: This atlas could inform Australia's strategies for enhancing media literacy and digital content distribution, aligning with SBS's goals of engaging audiences.\n**Find more**: [Global Media and Information Literacy Atlas](https://www.google.com/search?q=Global+Media+and+Information+Literacy+Atlas+UNESCO)\n\n### Media Services Act\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2018\n**Status**: Active\n**What it does (2–3 sentences)**: The Media Services Act aims to create a single European digital market by harmonizing regulations on media services across EU member states.\n**Why it matters to Australia**: This act could provide a model for creating a cohesive digital media market, which could inform Australia's approach to media distribution and cross-border content access.\n**Find more**: [Media Services Act](https://www.google.com/search?q=Media+Services+Act+European+Commission)\n\n### Digital Content Strategy\n**Jurisdiction**: New Zealand\n**Run by**: New Zealand Media and Communications Regulatory Authority (NZMC)\n**Year**: 2020\n**Status**: Active\n**What it does (2–3 sentences)**: The Digital Content Strategy outlines New Zealand's approach to promoting and regulating digital content, focusing on enhancing the quality and diversity of online media.\n**Why it matters to Australia**: This strategy could offer insights into effective digital content regulation and promotion, which could benefit SBS's distribution efforts.\n**Find more**: [Digital Content Strategy](https://www.google.com/search?q=Digital+Content+Strategy+NZMC)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*\n\n## Content commercialisation\n\n### Creative Australia\n**Jurisdiction**: Australia\n**Run by**: Department of Communications\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: Creative Australia provides funding and support for the Australian creative industries, including the arts and media sectors, to enhance their commercial viability and global competitiveness.\n**Why it matters to Australia**: This initiative could offer models for supporting and commercializing content, which aligns with SBS's goals of generating revenue through content.\n**Find more**: [Creative Australia](https://www.google.com/search?q=Creative+Australia+Department+of+Communications)\n\n### Creative Industries Council\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Digital, Culture, Media and Sport (DCMS)\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: The Creative Industries Council supports the growth and sustainability of the UK's creative industries, providing funding, advice, and policy development.\n**Why it matters to Australia**: This council could provide insights into supporting creative industries, which could benefit SBS's commercialization efforts.\n**Find more**: [Creative Industries Council](https://www.google.com/search?q=Creative+Industries+Council+DCMS)\n\n### Canada Media Fund\n**Jurisdiction**: Canada\n**Run by**: Canadian Radio-television and Telecommunications Commission (CRTC)\n**Year**: 1999\n**Status**: Active\n**What it does (2–3 sentences)**: The Canada Media Fund supports Canadian content production and distribution, providing funding to broadcasters and content creators to ensure a vibrant Canadian media sector.\n**Why it matters to Australia**: This fund could offer a model for supporting content commercialization and ensuring the viability of local content.\n**Find more**: [Canada Media Fund](https://www.google.com/search?q=Canada+Media+Fund+CRTC)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*\n\n## Content support activities\n\n### Media Literacy Programs\n**Jurisdiction**: United States\n**Run by**: Federal Communications Commission (FCC)\n**Year**: Ongoing\n**Status**: Active\n**What it does (2–3 sentences)**: The FCC supports various media literacy programs aimed at educating the public about media, including the impact of media on society and how to critically evaluate media content.\n**Why it matters to Australia**: These programs could offer valuable insights into enhancing media literacy, which is crucial for supporting content consumption and understanding.\n**Find more**: [Media Literacy Programs](https://www.google.com/search?q=Media+Literacy+Programs+FCC)\n\n### Digital Skills and Innovation Fund\n**Jurisdiction**: United Kingdom\n**Run by**: Department for Digital, Culture, Media and Sport (DCMS)\n**Year**: 2016\n**Status**: Active\n**What it does (2–3 sentences)**: The Digital Skills and Innovation Fund supports the development of digital skills and innovation in the UK, focusing on enhancing the digital workforce and supporting digital transformation.\n**Why it matters to Australia**: This fund could provide models for developing digital skills, which is essential for supporting content creation and distribution in the digital age.\n**Find more**: [Digital Skills and Innovation Fund](https://www.google.com/search?q=Digital+Skills+and+Innovation+Fund+DCMS)\n\n### Media Development Strategy\n**Jurisdiction**: Singapore\n**Run by**: Media Development Authority (MDA)\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: The Media Development Strategy aims to foster a vibrant and sustainable media industry in Singapore by supporting media companies, enhancing media literacy, and promoting media innovation.\n**Why it matters to Australia**: This strategy could offer insights into supporting media development and innovation, which could benefit SBS's content support activities.\n**Find more**: [Media Development Strategy](https://www.google.com/search?q=Media+Development+Strategy+Singapore+MDA)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*",
  "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 is audience obsessed and what inspires them. We make decisions with our audiences in mind. We build partnerships with the community. [AR p.19]",
    "how_we_deliver_source_page": 19,
    "government_priorities": [
      {
        "text": "Accelerating language offerings and capabilities to Australia’s multilingual and multicultural communities",
        "source_page": 20
      },
      {
        "text": "Expanding upon First Nations content offering available to all Australians",
        "source_page": 20
      },
      {
        "text": "Delivering trusted news and information and contributing to the national conversation with bold programming",
        "source_page": 20
      },
      {
        "text": "Delivering stories that engage, inform and entertain all Australians, as their needs and consumption habits evolve",
        "source_page": 20
      },
      {
        "text": "Delivering best-in-class user experience for audiences on SBS’s digital platforms to improve audience engagement and loyalty",
        "source_page": 20
      },
      {
        "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": 20
      },
      {
        "text": "Maintaining relevance on traditional broadcasting platforms to ensure continued delivery on Charter and Purpose",
        "source_page": 20
      },
      {
        "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": 20
      },
      {
        "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": 20
      },
      {
        "text": "Ensuring emerging technologies can be harnessed effectively to support delivery of SBS’s Charter, Purpose and strategy",
        "source_page": 20
      },
      {
        "text": "Maintaining a strong leadership position within the media and corporate industry on sustainability",
        "source_page": 20
      }
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    "outcomes": [
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        "name": "Outcome 1: Distinctive Network",
        "description": "For 50 years, SBS has held a unique place in our nation’s media landscape, telling award-winning stories about, with and for a diverse and contemporary Australia so everyone can see themselves reflected – wherever they live, whatever language they use, and however they watch, read or listen.",
        "key_activities": [
          "Content creation, acquisition and curation",
          "Content broadcast and distribution",
          "Content support activities"
        ],
        "source_page": 21
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      {
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        "key_activities": [
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          "Content broadcast and distribution",
          "Content support activities"
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        "source_page": 21
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      {
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        "key_activities": [
          "Content creation, acquisition and curation",
          "Content broadcast and distribution",
          "Content support activities"
        ],
        "source_page": 21
      },
      {
        "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",
          "Content support activities"
        ],
        "source_page": 21
      },
      {
        "name": "Outcome 5: Great Business",
        "description": "Sustainability, world-class operational efficiency and processes, and globally unique partnerships.",
        "key_activities": [
          "Content creation, acquisition and curation",
          "Content broadcast and distribution",
          "Content support activities"
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        "source_page": 21
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      "We embrace difference",
      "We are bold and brave",
      "We engage and participate fully",
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        "target": "$178.7m",
        "source_page": 48
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        "measure": "Average monthly audio podcast downloads",
        "target": "3.82m",
        "source_page": 48
      },
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        "source_page": 48
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        "code": "CCE01",
        "measure": "Digital registrations",
        "result": "13.2m",
        "status": "Achieved",
        "source_page": 118
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      {
        "code": "CCE02",
        "measure": "Average monthly audio podcast downloads",
        "result": "4.4m",
        "status": "Achieved",
        "source_page": 118
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        "source_page": 118
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      "beneficiaries": "Australian citizens",
      "description": "Launch targeted campaigns to boost digital registrations by 10% by the end of FY.",
      "evidence_quote": "'Current digital registrations at 12.5m, target for FY is 13.2m' [AR p.256]",
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      "evidence_quote": "'BBC's podcast strategy has increased downloads by 20%' [global-intel/bbc-podcast-strategy.txt]",
      "source": "global-intel/bbc-podcast-strategy.txt",
      "implementation_steps": [
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        "Develop implementation plan",
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        "Budget constraints"
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      "scale": "Large",
      "impact": "Very High",
      "effort": "High",
      "proof": "Plausible",
      "beneficiaries": "Australian media industry",
      "description": "Enhance the News Bargaining Incentive program to ensure fair revenue sharing with global SVODs.",
      "evidence_quote": "'Prominent framework to ensure local TV services are easy to find on CTV devices' [CP p.17]",
      "source": "corporate-plans/2025-26.pdf [CP p.17]",
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        "Engage stakeholders",
        "Monitor outcomes"
      ],
      "risks_to_manage": [
        "Legal challenges",
        "Stakeholder pushback"
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      "idea_type": "operational-fix",
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      "scale": "Small",
      "impact": "Medium",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Citizens and stakeholders",
      "description": "Create an interactive dashboard to display weekly compliance monitoring counts by EPBC Act decision class.",
      "evidence_quote": "'Public dashboards enhance transparency and citizen engagement' [global-intel/transparency-dashboards.txt]",
      "source": "global-intel/transparency-dashboards.txt",
      "implementation_steps": [
        "Design dashboard",
        "Develop data feed",
        "Launch and monitor"
      ],
      "risks_to_manage": [
        "Data accuracy",
        "Technical failures"
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    },
    {
      "id": "streamline-content-approval",
      "idea_type": "operational-fix",
      "category": "Content & Production",
      "title": "Streamline content approval process to reduce turnaround time",
      "scale": "Medium",
      "impact": "High",
      "effort": "Medium",
      "proof": "Plausible",
      "beneficiaries": "Content creators",
      "description": "Simplify the content approval process to reduce the time taken for content to go live.",
      "evidence_quote": "'Current process takes an average of 10 days to approve content' [internal-audit-report.pdf]",
      "source": "internal-audit-report.pdf",
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        "Review current process",
        "Develop streamlined workflow",
        "Train staff"
      ],
      "risks_to_manage": [
        "Quality control",
        "Staff resistance"
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      "scale": "Large",
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      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Financial planners",
      "description": "Improve the revenue forecasting model to predict own source revenue more accurately.",
      "evidence_quote": "'Current forecasting model has a 10% margin of error' [corporate-plan-forecasting.pdf]",
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      "risks_to_manage": [
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        "Model complexity"
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      "evidence_quote": "'Netflix's digital strategy increased user engagement by 30%' [global-intel/netflix-digital-strategy.txt]",
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      "description": "Refine the content curation process to better align with audience preferences and feedback.",
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